Department of Housing, Local Government and Regional Services

Annual Report 20122011-12 Purpose of this Annual Report

The 2011-12 Department of Housing, Local Government and Regional Services Annual Report has been prepared in accordance with section 28 of the Public Sector Employment and Management Act and the Financial Management Act. It also meets the obligations for annual reporting specified in theInformation Act.

Its primary purpose is to report on the agency’s performance, objectives and activities in 2011-12 to its ministers, the Northern Territory Legislative Assembly, other agencies, staff, industry partners, the Northern Territory community and other interested stakeholders.

The 2011-12 annual report summarises our progress towards achieving our strategic goals, as outlined in our Corporate Plan 2010-2013, and reflects our commitment to effective corporate governance through openness and accountability. It aims to provide:

• an account of our revenue and revenue policies and how we have used public funds

• an insight into the challenges and opportunities that have influenced our actions and delivery of services

• an assessment of our achievements under three strategic goals measured against a range of performance indicators.

DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES

www.nt.gov.au

Level 2, RCG House, 83-­‐85 Smith Street, Darwin Postal address GPO Box 4621 Darwin NT 0801 Tel 08 8999 8472 www.nt.gov.au The Hon Peter Chandler MLA Minister for Housing Parliament House DARWIN NT 0800 The Hon Adam Giles MLA Minister for Local Government Parliament House DARWIN NT 0800 The Hon Alison Anderson MLA Minister for Regional Development Minister for Indigenous Advancement Parliament House DARWIN NT 0800

Dear Ministers Section 28 of Public the Sector Employment and Management and Act the Financial Management Act, requires that in our capacity as Chief Executive Officers of the Departments of Housing and Local Government and the Department of Regional Development and Indigenous Advancement, we present you with a report on the operations of the ousing, former Department of H Local Government and Regional Services for the financial year ended 30 June 2012. The report is enclosed, and incorporates the financial statement required under section Financial 10 of the Management Act for NT Home Ownership for the same period. The annual report and financial statement were prepared on the basis of information compiled by the former agency's executive management team. As neither of us was the Chief Executive Officer for the former agency at any time during the relevant period, we are unable to verify or warrant the accuracy of the information contained in the documents although they appear to contain the information required by the relevant legislation. Yours sincerely

John Baskerville Rob Kendrick Chief Executive Acting Chief Executive Department of Housing Department of Regional Development and Department of Local Government Indigenous Advancement 19 October 2012 19 October 2012

2012 Chief Executives’ Message 2 Our Leadership Team 5 2011-12 Significant Events 9

Agency Overview 12 1 Our Environment, Vision and Structure 12 Our Agency Snapshot 15 Contents Regional Snapshots 18

Our People 30 2 Demographics 33 Corporate Learning and Development 36 Health and Wellbeing 44 Reporting Against Employment Instructions 46

Corporate Governance 48 3 Corporate Governance 48 Risk Management 52 Governing Legislation 58 Corporate Communications 59 Community Consultation 61 External Boards and Committees 64 2012Environmental Management 66 Translating Strategy into Action 68 4 Strategic Goal 1 69 Strategic Goal 2 77

Performance Management 84 5 Output Reporting 85

Financial Statements 98 6 Agency Reporting 98 NT Home Ownership Reporting 124 7 Appendices 144

ANNUAL REPORT 2011-12 1 356 new remote public housing dwellings built 805 refurbishments and rebuilds completed 87 new social housing dwellings

Chief Executives’ Message

We present the annual report of the Department of Housing, Local Government and Regional Services for 2011-12.

The Department of Housing, Local Government and Our planning framework is collaborative and consultative. Regional Services delivers social housing programs and Ongoing reviews of this framework guide our actions and related infrastructure across the Territory. The department keep us on track in achieving our goals. builds stronger regions and communities through sustainable economic development and effective local This annual report provides a comprehensive account of government, provides interpreter and translator services, the agency’s functions and performance against approved and delivers water safety and animal welfare programs. budgets and resources for 2011-12. Throughout it you will see our strategic goals from our Corporate Plan highlighted, The services and programs the agency delivers are based and references to specific budget outputs. The report also on strong partnerships and relationships with non- provides information about the agency’s responsibilities, government community organisations, stakeholders, local internal governance arrangements and relationships with government, communities, other government agencies the external environment. and the Australian Government.

Through these partnerships we deliver our strategic goals that improve access to safe, secure, appropriate and affordable housing, and develop strong regions and communities for Territorians.

We have more than 670 staff, spread across five regions, who deliver the agency’s core services. To succeed in the complex and challenging environment in which we operate, we rely on our people understanding and demonstrating a commitment to delivering outcomes for all Territorians. We value the diversity of our staff, and their combined capacity in delivering our services to urban and remote areas.

2 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Chief Executives’ Message Key achievements 2011-12

Strategic Goal 1 Strategic Goal 2 Improve access to safe, secure, Strong regions, communities and appropriate and affordable housing local governments

• Under the National Partnership Agreement on Remote • Prepared the final six Local Implementation Plans (LIPs) Indigenous Housing (NPA RIH), built 356 new houses and for Ali Curung, Borroloola, Papunya, Elliott, Kalkarindji/ completed 805 refurbishments and rebuilds in a number Daguragu and Ramingining. of remote Indigenous communities and town camps across the Territory. This includes new subdivisions in • Executed long-term leases over 61 parcels of Aboriginal Maningrida, Galiwin’ku, Gunbalanya, Wurrumiyanga, land occupied by Northern Territory Government Wadeye and Umbakumba. infrastructure on the Tiwi Islands and on Groote Eylandt. This is the first tranche of the 1471 lots that require • Major remote headworks and upgrades completed long-term tenure. (including electrical, water and sewerage assets) to support the significant increase in additional housing, • Reviewed the financial sustainability of Shire Councils. where needed. • Supported 530 jobs and employment of 20 mentors • Implemented the Public Housing Safety Strategy, including for Shire Councils through the Shires Indigenous new Public Housing Safety Officers and a Three Strike Policy Workforce Package. to assist in making public housing a safer place to live. • Published economic profiles for Gunbalanya, Ntaria, • Provided tenancy support to more than 600 households, Ngukurr and Yirrkala. through seven service providers, across the Territory. • Held Futures Forums in Yirrkala, Ramingining • Completed 87 new social housing dwellings in Alice and Milingimbi. Springs and Darwin. • Supported up to 100 Indigenous Territorians through • Supported more than 600 transitional and short-term the Indigenous Business Development Program. accommodation beds for homeless people, and those at Distributed $354 000 to support 21 Indigenous risk of homelessness. businesses and organisations.

• Established new company Venture Housing providing • Opened Aboriginal Interpreter Service (AIS) offices affordable housing for Territorians. in Maningrida, Gunbalanya, Wadeye, Groote Eylandt, Wurrumiyanga, Nhulunbuy, Papunya, Yuendumu • Received 264 HOMESTART NT applications and issued and Ntaria, increasing capacity with 27 community- 166 loans. based interpreters.

• Assisted with the sale of 21 new affordable housing units • Supported 540 homelands through grant funding to for low to middle-income earners at Johnston Stage 1A, 34 service providers, and a further $4 million in priced between $320 000 and $390 000. capital grant expenditure.

• Built two new senior villages in Bellamack and Larapinta, adding 58 new units to the public housing stock.

ANNUAL REPORT 2011-12 3 › Chief Executives’ Message

Strategic Goal 3 A collaborative, influential and capable organisation

• Established a Remote Infrastructure Program Office that On Saturday 25 August 2012, the NT Election was held coordinates, facilitates and manages the delivery of resulting in a change of government. The Country Liberal infrastructure projects in remote communities on behalf Government was sworn in on 1 September 2012 with new of government. agency arrangements announced on the 4 September 2012.

• Increased investment in corporate learning and development The new agency structure and Ministry reflects a strong for our employees. focus on the regions and remote communities. The new arrangements resulted in the Department of Housing, • Conducted comprehensive strategic and operational risk Local Government and Regional Services being split into assessments of the agency and its functions. three discrete agencies:

• Employed six office-based apprentices and seven • Department of Housing graduate trainees in urban, regional and remote areas. • Department of Local Government • Implemented changes to processes and procedures in • Department of Regional Development response to the national work health and safety legislation. and Indigenous Advancement.

• Achieved double the sector-wide target of Indigenous We look forward to continuing the excellent work of our employment with 20 per cent of our workforce identifying staff and stakeholders to meet the Northern Territory as Indigenous. The sector-wide target is 10 per cent. Government’s priority of delivering lasting benefits for all Territorians. • Met the minimum greenhouse rating of 5.5 with 81 per cent of the agency’s vehicle fleet.

• Implemented the new asset management system in the agency and a number of improvement projects through corporate housing systems and mobile technologies.

JOHN BASKERVILLE ROB KENDRICK Chief Executive, Acting Chief Executive, Department of Housing Department of Regional Development Department of Local Government and Indigenous Advancement

19 October 2012 19 October 2012

4 › Our Leadership Team

Our Leadership Team

› Senior Executive Group

The agency’s Senior Executive Group (SEG) is responsible for strategic decision making and policy setting for the agency. It also provides leadership and direction to ensure the agency meets its corporate responsibilities and priorities. SEG meets weekly and comprises nine members, including the Chief Executive.

Members of SEG are also members of the Executive Leadership Team (ELT).

ANNUAL REPORT 2011-12 5 › Our Leadership Team › Senior Executive Group

Ken Davies Catherine Weber Mychelle Curran

Chief Executive Deputy Chief Executive, Strategic Deputy Chief Executive, Territory December 2009 - September 2012 Policy and Governance Housing Programs and Performance

Ken was appointed Chief Executive Catherine joined the agency in January Mychelle started with the agency in of the Department of Housing, Local 2010 from the NT Treasury, where August 2010. Prior to that, she was Government and Regional Services she was Assistant Under Treasurer Director, Urban Strategy and Asset in December 2009. Prior to this, Ken (Corporate and Superannuation) for Investment for Housing South Australia, was Deputy Chief Executive of the a number of years. At the executive and held a range of executive roles Department of the Chief Minister. level since 1998, Catherine held since 2000. Mychelle has an extensive In that role he was responsible for positions in Treasury’s public finance, background in social housing policy, coordinating whole-of-government strategic policy, financial management management and operations with state policy and strategic responses relating and intergovernmental areas. Prior housing organisations in South to Indigenous policy and growth to this, Catherine worked in several Australia and Tasmania. planning in the Northern Territory. other Territory Government agencies in Darwin and Alice Springs since the Ken began his career in the Territory early 1980s. as a teacher in 1978. In 1999 Ken moved from Central Australia to Darwin to take up a short-term position in the Department of Chief Minister, and later as General Manager, Indigenous Education and then Deputy Chief Executive, Education Services in the Department of Education.

6 › Our Leadership Team › Senior Executive Group

Mike Chiodo Rob Kendrick Danielle Cross

Deputy Chief Executive, Capital Senior Executive Director, Local Acting Executive Director, Works, Infrastructure and Remote Government, Regional and Corporate Services Infrastructure Program Office Community Services

Mike Chiodo took up his current Rob joined the agency in July 2011 Danielle joined the agency in role in January 2012. He coordinates after serving 29 years in the NT March 2010 from the Office of the whole-of-sector infrastructure and Police, finishing with the rank of Commissioner for Public Employment, capital works projects in remote Commander for Darwin. Rob worked where she was the Director, Workforce locations on behalf of government. throughout the Northern Territory Development for several years. during his police career, and also Mike established a career in senior Danielle has extensive public served six months in East Timor with executive management roles and sector experience, particularly in the United Nations Police. implementing and managing major training, development and change projects with organisations such management. as Coles Myer, Thakral Property Holdings, the City Of Sydney and Sydney Harbour Foreshore Authority.

Chris Brooke Lisa Wilson Viki Smith

Chief Financial Officer Director, Acting Director, Office of the Chief Executive Human Resources

Chris came to the agency in March After a number of years in the Viki joined the agency in 2011 after 2012 with broad commercial finance, banking and not-for-profit many years as a senior consultant experience in Australia and sectors, Lisa joined the agency as a with other government agencies. Most internationally. He has worked records clerk in 2000. recently she managed the Public Sector in many countries, including the Management Program in the Office of the UAE, USA, South Africa and India, Lisa was appointed to the role of Commissioner for Public Employment, predominantly in the retail and Director of Secretariat in 2009, and where she also delivered the NTPS property sectors. Chris has extensive in 2011 became the Director of the Capability and Leadership Framework experience in managing finance, Office of the Chief Executive. and the Willing and Able Strategy. IT and legal functions as well as strategic development, business planning and business acquisitions.

ANNUAL REPORT 2011-12 7 › Our Leadership Team › Executive Leadership Team

MEMBERSHIP

Andrew Kirkman Executive Director, Remote Housing NT

Michelle Brown Executive Director, Service Delivery Coordination Unit › Executive Leadership Team Lyn Allen Executive Director, Strategic Policy Development The Executive Leadership Team and Coordination (ELT) is made up of the Senior Executive Group and Executive Noelene Swanson Executive Director, Territory Housing Development Directors. and Operations

ELT provides advice to the James Rogers Chief Executive on policy and Regional Executive Director, Arnhem operational matters, and monitors the agency’s performance against Steve Edgington its objectives. The team also Regional Executive Director, Barkly discusses strategic issues, which John De Koning are referred to the Senior Executive Regional Executive Director, Big Rivers (Katherine) Group for decision making. Len Griffiths ELT meets every six weeks. Acting Regional Executive Director, Central Australia (Alice Springs)

Christine Fitzgerald Regional Executive Director, Darwin

Bridgette Bellenger Director, Regional and Indigenous Economic Development

Giovina D’Alessandro Director, Local Government and Community Services

Trish Grimshaw Director, Corporate Communications

Bronwyn Lo Director, Information and Business Systems

8 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Significant events 2011-12

AUGUST 2011 › Johnston affordable housing land sale

SEPTEMBER 2011 › Opening of Alyerre Hostel in Alice Springs › Opening of Ted Collins Village › Water safety week

OCTOBER 2011 › 5th Indigenous Economic Development Forum › Maningrida subdivision opening

AUGUST Johnson affordable housing land sale

SEPTEMBER Opening of Ted Collins Village and Alyerre Hostel

OCTOBER 5th Indigenous Economic Development Forum Maningrida subdivision opening

ANNUAL REPORT 2011-12 9 NOVEMBER Balanced Housing Market conference Public housing garden competition in Wadeye

DECEMBER Bellamack Seniors’ Village

NOVEMBER 2011 › Balanced Housing Market conference › Wadeye public housing garden competition

JANUARY Venture Housing Company DECEMBER 2011 established › Opening of Bellamack Seniors’ Village

JANUARY 2012 › Venture Housing Company established

10 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Significant events 2011-12

MARCH 2012 › Opening of Darwin’s managed accommodation facility at Berrimah

› Yirrkala Futures Forum MARCH Yirrkala Futures APRIL 2012 Forum › Public Housing Safety Officers (PHSO) commence training

MAY 2012 › AIS - BIITE Memorandum of Understanding signed › Execution of the first NT APRIL PHSO commence Government infrastructure leases training › National Language and the Law conference › Ramingining Futures Forum

JUNE 2012

› Galiwin’ku subdivision opening MAY National Language and The Law › Milingimbi Futures Forum conference › Business in the Bush Forum › Public Housing Safety Officers commence duties › Introduced the Public Housing Safety Three Strikes Policy

JUNE Galiwin’ku subdivision opening

ANNUAL REPORT 2011-12 11 43.4% of the total Northern Territory capital works budget in 2011-12 was for housing and related works $445.6m total investment in housing

Agency Overview 1 The Department of Housing, Local Government and Regional Services (the agency) delivers social housing programs and related infrastructure across the Territory, and builds stronger regions and communities through sustainable economic development and effective local government.

› Our Environment

The agency also delivers water safety and animal welfare Our programs and housing services assist over 60 000 programs, and improves access to services for many people in urban and remote areas right across the Territory. Territorians through interpreter and translator services. We are the lead agency on a number of major partnership In developing and implementing strategic government agreements with the Australian Government. policies, the agency engages and builds relationships with non-government organisations, industry, local The agency consistently delivers a quality service to governments, other agencies and communities. people across the Northern Territory through our regional offices in Alice Springs (‘Central Australia’), Tennant Creek (‘Barkly’), Katherine (‘Big Rivers’) and Nhulunbuy (‘Arnhem’), with central offices in Palmerston, Casuarina and Darwin city.

Our frontline staff delivering services ‘on the ground’ are guided and supported by the program areas in our central offices.

At year end, we had some 670 staff across the Territory. We rely on each one of them to deliver quality service to Territorians in urban, regional and remote areas.

12 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Our Vision A strong, thriving, sustainable Territory community

› How we work › How we behave

We will: We will:

• create and sustain a client-centred culture • be professional • develop effective partnerships and networks that • be accountable deliver effective outcomes to our clients • work together • learn from our experiences so we can deliver • value diversity better services • listen and respond • use regional perspectives to help shape and drive our business • be flexible and get things done • plan, anticipate and think strategically so that we • take care of ourselves and each other. operate proactively • commit to action and take personal responsibility.

ANNUAL REPORT 2011-12 13 › Our Environment, Vision and Structure

› Our Structure

The core functional areas of our agency are:

Territory Housing Programs Indigenous Policy and Remote and Performance Services Coordination

Providing access to safe, affordable and appropriate Whole of government advice and policy development housing for all eligible Territorians. contributing to better decision making in service delivery and improved environment and living conditions for Indigenous • Public Housing ­- urban, remote and town camps Territorians especially those in remote communities. • Industry Housing • Indigenous Policy • Managed Accommodation • Indigenous Essential Services • Government Employee Housing • Remote Service Delivery Coordination • Public Housing Safety Strategy • Remote Infrastructure Coordination • Maintenance and property services . • Tenancy management and support • Affordable Housing Rental Company.

Local Government, Regional and NT Home Ownership Community Services (Government Business Division)

Stronger regions and communities. Access for low to middle-income Territorians to affordable housing through home ownership. • Local Government • Regional Development • HOMESTART NT. • Interpreter and Translating Services NT • Aboriginal Interpreting Services • Water Safety and Animal Welfare.

These areas are supported by:

Strategic Policy and Governance

Provide professional support and solutions that add value to the work of our agency and the achievement of our strategic goals.

• Office of the Chief Executive • Corporate Services • Strategic Policy and Coordination.

All areas support the delivery of services across the Territory from the regional offices in Arnhem, Barkly, Big Rivers, Central Australia and Darwin.

14 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Agency Snapshot › Interesting stats for 2011-12 43.4% of the total Northern Territory capital works budget in 2011-12 was for housing and related works

$386.1m (capital works) + $59.5m (capital grants)

Capital works - = $445.6m urban $13.5 million Capital works - total investment into remote $432.1 million housing

Total capital investment: $445.6 million

Sales of goods and Works under Remote housing services 11.3% construction assets $953.1 million $224.5 million

Australian Personnel and Grants,interest Urban housing Government Other operating costs and repairs and Other assets 48.5% 2.4% 26% maintenance $13.5 million $1.59 billion 74% Northern Territory Government 37.8%

Value of Revenue Expenditure housing assets sources $2.8 billion

ANNUAL REPORT 2011-12 15 › Agency Snapshot Per the 2011 Census 1, the Northern Territory’s total population is 211,945. Of those people: 26.8% are Indigenous 62.8% speak only English at home 89,377 live outside Darwin, Palmerston, and Litchfield Shire. 51% of that proportion is Indigenous

In June 2012, the equivalent of 674 full-time staff worked in the agency’s five regions. Of that workforce: 20% are Indigenous; well above the NTPS-wide target of 10% by 2012 49% of our executives are women

Our total number of housing assets: 11,866 These are located in: Big Central Arnhem Barkly Rivers Australia Darwin 2025 629 2076 2710 4426

More than 100 Aboriginal languages and dialects are spoken in the Territory, and many Indigenous Territorians speak English as their third or fourth language.

In June 2012, there were 440 interpreters covering more than 109 languages, making the agency’s Aboriginal Interpreter Service one of the largest employers of Aboriginal people in Australia.

The agency administered 28 pieces of legislation, with 15 Acts and 13 pieces of subordinate legislation, on behalf of the Minister for Public and Affordable Housing and the Minister for Local Government.

1. Source: ABS online, 2011 Census Quickstats, accessed 23 August 2012

16 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Agency Snapshot

› Funding Insights

During 2011-12, the Department of Housing, Local Government and Regional Services received $523.5 million in Australian Government funding. The key components of this funding were: $287m for upgrading and construction of Indigenous housing in remote areas $109.7m for remote Indigenous housing works and repairs and maintenance on dwellings owned by non-government organisations and for property management and maintenance in remote areas of the Territory $30.7m under the National Affordable Housing Agreement for housing-related services and grants to non-government organisations to deliver a range of services aimed at reducing homelessness

In 2011-12, $386.1 million was invested in housing and related infrastructure.

During 2011-12, key grant expenditure included: $75.8m to assist local government organisations for financial assistance, roads, operations and special purposes $65.5m for the delivery of electricity, water and sewerage services to remote Indigenous communities through the contracted service provider, Power and Water Corporation $48.9m was provided to shire councils for the delivery of property and tenancy management services in remote areas

In 2011-12 the agency assisted 166 Territorians to purchase their own home under the HOMESTART NT program, spending $54 million in loans, fee assistance and shared equity investment.

17 › Regional Snapshots Regional Snapshots

As an agency with responsibilities across the Territory, in regional and remote communities as well as urban areas, we deliver high quality services through our regional offices. Our frontline staff delivering services are guided and supported by the program areas in our central offices in Darwin, where planning and coordination across our responsibilities are important if we are to achieve our strategic goals and priorities.

SHIRES

West Arnhem Shire

East Arnhem Shire

Barkly Shire

Central Desert

MacDonnell Shire

Roper Gulf Shire

Victoria Daly Shire

Tiwi Islands Shire

MUNICIPALITIES

Municipality of Katherine

Municipalities of Darwin, Palmerston and Litchfield, Belyuen, Coomalie, Wagait Shires

18 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Iwaidja Maung Tiwi Ndjebbana 6 20 2 4 Nhulunbuy 5 Burarra Yolngu Matha Darwin Kunwinjku Jabiru 7 3 8

1 Ngan’gikurrunggurr Nunggubuyu 13 Eastside Kriol 11 Anindilyakwa Murrinh Patha Katherine Westside Kriol 10

Yanyuwa

Ngarinyman 9 Garrwa

Gurindji 12 18

14 Warumungu MAJOR REMOTE TOWNS Warlpiri 1. Angurugu/Umbakumba Tennant Creek 2. Galiwin’ku 3. Gapuwiyak 4. Gunbalanya 5. Maningrida Alyawarr 19 6. Milingimbi 7. Ramingining Anmatyerr 8. Yirrkala 15 9. Borroloola Luritja/Pintupi 10. Ngukurr 11. Numbulwar Eastern/Central 12. Daguragu/Kalkarindji Western Arrernte 16 Arrarnta 13. Wadeye 14. Lajamanu Alice Springs 17 15. Yuendumu 16. Papunya Southern 17. Ntaria (Hermannsburg) Arrernte Pitjantjatjara 18. Elliott 19. Ali Curung 20. Wurrumiyanga (Nguiu)

Names in italics are the main Aboriginal languages spoken in that area.

ANNUAL REPORT 2011-12 19 Arnhem

MAJOR REMOTE TOWNS INDIGENOUS LANGUAGES: Angurugu/Umbakumba North East Arnhem 21 Yolngu languages Galiwin’ku Groote Eylandt Alawa Anindilyakwa Gapuwiyak Kriol Gunbalanya Nunggubuyu

Maningrida Gunbalanya/Jabiru Burarra Milingimbi Kunwinkju Ramingining Maningrida/Warruwi Burarra Djambarrpuyngu Yirrkala DJinang Guninggu LOCAL GOVERNMENT IN THE REGION Gurrgoni Kriol West Arnhem Shire Nakkara Population 6978; covers 49 910 km2² Ndjebbana East Arnhem Shire Rembarrnga Population 10 228; covers 33 416 km2 Yanyangu Maung HOMELAND COMMUNITIES Walang

131 homeland communities

ECONOMIC DEVELOPMENT COMMITTEE

East Arnhem

FULL-TIME EQUIVALENT STAFF: 33

Permanent: 26 Temporary: 7

› Government Supported Housing

Remote Public Housing/Town General Public Camp Housing Housing 34 1364 Government Industry Employee Housing 53 Housing 574

Private Headleases 40

ARNHEM

20 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Regional Snapshots › Arnhem

› Key Achievements 2011-12

• Through the National Partnership Agreement on • Completed planning for the NPA RIH housing works Remote Indigenous Housing (NPA RIH), constructed 229 in Milingimbi, Ramingining and Gapuwiyak in close new dwellings in Groote Eylandt (48), Galiwin’ku (79), consultation with the Housing Reference Groups in Gunbalanya (39) and Maningrida (63). those communities.

• Also under the NPA RIH, completed 148 refurbishments • Established shire council local boards in all Arnhem and 61 rebuilds in Groote Eylandt, Galiwin’ku, Region communities, which will ensure local community Gunbalanya, Maningrida, Warruwi and Gunyangara. input into shire council affairs, and act as an effective • New subdivisions in Maningrida, Galiwin’ku and engagement tool for shire councils to liaise and consult Umbakumba included major remote headworks and with their communities. upgrades (including electrical, water and sewerage • Facilitated two industry information forums in assets) to support the significant increase in additional Nhulunbuy: the first on the process for undertaking housing. development on Indigenous land and the second on • Completed construction of new Government Employee opportunities for local business in the NT Government’s Housing (GEH) dwellings in Nhulunbuy, Yirrkala and procurement of goods and services. Maningrida. • AIS staff underwent extensive legal training for court • Secured an agency agreement in Maningrida, with work and use of advanced interpreting technology. the Maningrida Progress Association to manage 14 additional houses in the community under the Remote Public Housing Management Framework. • Secured community housing lease agreements in Ramingining, Gunyangara, Minjilang and Warruwi to secure additional housing investment and long- term management under the Remote Public Housing Management Framework. • Continued positive negotiations with the Yirrkala Traditional Owners and Northern Land Council for a community housing lease to secure housing investment under the NPA RIH.

East West ARNHEM Nhulunbuy Arnhem Arnhem Total General Public Housing 34 34 Industry Housing 17 36 53 Government Employee Housing 195 215 164 574 Private Headleases1 40 Remote Public Housing / Town Camp Housing 0 840 524 1364

TOTAL 246 1055 724 2065

1. Private headlease breakdown by Shire is unavailable

ANNUAL REPORT 2011-12 21 Barkly

MAJOR REMOTE TOWNS INDIGENOUS LANGUAGES: Ali Curung Alyawarre Anmatyerre Elliott Jingili Kaititj LOCAL GOVERNMENT IN THE REGION Mudbarra Warlpiri Barkly Shire Warnmanpa Population 8210; covers 323 755 km2² Warumungu

HOMELAND COMMUNITIES

92 homeland communities

ECONOMIC DEVELOPMENT COMMITTEE

Tennant Creek

FULL-TIME EQUIVALENT STAFF: 18

Permanent: 17 Temporary: 1

› Government Supported Housing

Remote Public Housing/Town General Public Camp Housing Housing 128 366 Government Industry Employee Housing 46 Housing 89

Private Headleases 180

BARKLY

22 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Regional Snapshots › Barkly

› Key Achievements 2011-12

• Through NPA RIH, completed eight refurbishments at Ali Curung.

• Implemented the Marlinja water reticulation upgrade.

• Connected Ampilatwatja to the Arlparra electricity grid.

• Upgraded septic systems at seven Ampilatwatja dwellings and enhanced sewerage management at Ampilatwatja and Arlparra.

• Installed a water treatment plant at Ali Curung.

• Built renewable energy technology at Alpurrurulam to reduce diesel consumption and emission of greenhouse gases.

• Upgraded six units in the Blain Street complex.

• Facilitated the development of a linked NT Government office for the agency in Ali Curung and Elliott.

• Recruited an Indigenous Economic Development Officer (IEDO) to facilitate the development of Indigenous business opportunities in the Barkly region.

• AIS staff underwent extensive legal training for court work and use of advanced interpreting technology.

• Increased corporate training for all staff, including resilience training.

Tennant Other BARKLY Creek Barkly Total General Public Housing 127 1 128 Industry Housing 44 2 46 Government Employee Housing 14 75 89 Private Headleases1 180 Remote Public Housing / Town Camp Housing 78 288 366

TOTAL 263 366 809

1. Private headlease breakdown by Shire is unavailable

ANNUAL REPORT 2011-12 23 Big Rivers

MAJOR REMOTE TOWNS INDIGENOUS LANGUAGES:

Borroloola Katherine Gurrindji Daguragu/Kalkarindji Jawoyn Ngukurr Kriol Numbulwar Mayali Wadeye Ngaringman Nunggubuyu LOCAL GOVERNMENT IN THE REGION Walpiri - Nauiyu Nambiyu (Daly River) Katherine Town Council Kriol Population 9967; covers 7443 km2² Peppiminarti Ngangikurrungurr Victoria Daly Shire Ngangiwumirri Population 7161; covers 167 879 km2² Marithiel

Roper Gulf Shire Ngukurr Kriol Marra Population 7118; covers 185 940 km2² Wadeye Mari-Jurran HOMELAND COMMUNITIES Murrinh-Patha Nungu Jamidi 155 homeland communities Borroloola Yanyuwa Marra ECONOMIC DEVELOPMENT COMMITTEE Garrawa Katherine Gurdanji Gulf (Borroloola) Victoria River District

FULL-TIME EQUIVALENT STAFF: 39

Permanent: 32 Temporary: 7

› Government Supported Housing

Remote Public Housing/Town General Public Camp Housing Housing 456 1290 Government Industry Employee Housing 57 Housing 273

Private Headleases 143

BIG RIVERS

24 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Regional Snapshots › Big Rivers

› Key Achievements 2011-12

• Provided the Tenancy Sustainability Program (TSP) to • Completed office amalgamation and refurbishments, support tenancies at risk of failure: eight tenancies including the introduction of ‘hot desks’ for remote staff have successfully completed TSP and 22 tenancies are who spend the majority of their time working in the currently being assisted. communities. This office arrangement has attracted much interest from other government agencies in Katherine who • Through NPA RIH completed 68 new dwellings, 352 are now looking to utilise this innovative work practice refurbishments and 53 rebuilds. where space is at a premium. • Commenced construction of the 68 new dwellings and 49 refurbishments at Numbulwar and two new dwellings at Palumpa.

• Coordinated the recovery effort, clean up and repatriation in Palumpa community following flooding in the aftermath of Tropical Cyclone Grant.

• Led the Big Rivers Regional Coordination Committee to work collaboratively across the three levels of government (Australian, Territory and local) to facilitate the implementation of key government initiatives, policies and programs for the benefit of the Big Rivers region.

• Improved government and non-government coordination and collaboration by providing high-level support for interagency coordination meetings, including:

Katherine Interagency Tasking and Coordination Group Katherine Youth Interagency Tasking and Coordination Group Regional Coordination Group.

• AIS staff underwent extensive legal training for court work and use of advanced interpreting technology.

BIG RIVERS Katherine Roper Gulf2 Victoria Daly Total General Public Housing 422 18 16 456 Industry Housing 53 4 57 Government Employee Housing 13 154 106 273 Private Headleases1 143 Remote Public Housing / Town Camp Housing 36 601 653 1290

TOTAL 524 777 775 2219

1. Private headlease breakdown by Shire is unavailable 2. Roper inc 87 tc at Borroloola

ANNUAL REPORT 2011-12 25 Central Australia

MAJOR REMOTE TOWNS INDIGENOUS LANGUAGES: Lajamanu Alyawerre Anmatyerr Ntaria (Hermannsburg) Central Arrernte Papunya Eastern Arrernte Jingili Yuendumu Kaititj Mudbarra LOCAL GOVERNMENT IN THE REGION Luritja Ngaanyatjarra Alice Springs Town Council Pintupi Population 27 589; covers 328.3 km2² Pitjantjatjara MacDonnell Shire Southern Arrernte Population 7322; covers 268 904 km2² Wambaya Warlpiri Central Desert Shire Warnmanpa Population 4887; covers 282 065 km2² Warumungu Western Arranta HOMELAND COMMUNITIES Yankunytjatjara Wuriaki 160 homeland communities

ECONOMIC DEVELOPMENT COMMITTEE

West MacDonnell Alice Springs Anmatjere (Ti Tree)

FULL-TIME EQUIVALENT STAFF: 59

Casual: 4 Permanent: 44 Temporary: 11

› Government Supported Housing

Remote Public Housing/Town General Public Camp Housing Housing 849 Government 1409 Employee Industry Housing 278 Housing 174

Private Headleases 233

CENTRAL AUSTRALIA

26 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Regional Snapshots › Central Australia

› Key Achievements 2011-12

• Under NPA RIH, constructed 46 new dwellings across the Alice Springs Town Camps (26), Lajamanu (17), and Santa Teresa (3).

• 237 refurbishments and 33 rebuilds across Alice Springs Town Camps, Lajamanu, Willowra, Yuelamu, Nturiya, Wilora, Haasts Bluff, Mount Liebig, Areyonga, Titjikala, Santa Teresa, Amoonguna, Engawala, Pmara Jutunta and Laramba.

• Also completed 87 refurbishments at Amoonguna, Santa Teresa, Titjikala, Mt Liebig, Areyonga, Haasts Bluff, Yuelamu, Willowra, Wilora, Nturiya, Engawala, Pmara Jutunta, Laramba communities.

• Completion of the Larapinta village in Alice Springs, comprising of 18 units, 12 two-bedroom and six 1 bed- room, designed to assist independent living of tenants 55 years and over.

• Strong participation with interagency responses to regional issues affecting co-hesive community living, including:

Alice Springs ‘Operation Marathon’ convened from May to September 2012 to address anti-social behaviour in the town from a whole of government perspective Southern Region Coordination Committee Community Safety Central Australia working group Senior Officers Group (SOG). • AIS staff underwent extensive legal training for court work and use of advanced interpreting technology.

• Completed office refurbishments enabling a more open work environment supporting team building initiatives.

Central CENTRAL AUSTRALIA Alice Springs Desert MacDonnell Total General Public Housing 847 2 849 Industry Housing 174 174 Government Employee Housing 34 111 133 278 Private Headleases1 233 Remote Public Housing / Town Camp Housing 284 500 625 1409

TOTAL 1339 613 758 2943

1. Private headlease breakdown by Shire is unavailable

ANNUAL REPORT 2011-12 27 Darwin

MAJOR REMOTE TOWNS INDIGENOUS LANGUAGES: Wurrumiyanga (Nguiu) Darwin Larrakia Litchfield (Batchelor) Madinari LOCAL GOVERNMENT IN THE REGION Mariamu

Darwin City Council Tiwi Islands Tiwi Population 76 987; covers 112 km2²

City of Palmerston Population 30 327; covers 52.8 km2²

Litchfield Council Population 19 714; covers 9214 km2²

Belyuen Shire Population 210; covers 41.6 km2²

Coomalie Shire Population 1329; covers 1513.6 km2²

Wagait Shire Population 333; covers 5.7 km2²

Tiwi Islands Shire Council Population 2524; covers 7492 km2²

HOMELAND COMMUNITIES

27 homeland communities

FULL-TIME EQUIVALENT STAFF: 525

Casual: 59 Permanent: 335 Temporary: 131

› Government Supported Housing

General Public Government Housing 3598 Industry Employee Housing 98 Housing Private 194 Headleases 70 Remote Public Housing/ Town Camp Housing 536

DARWIN Darwin

28 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Regional Snapshots › Darwin

› Key Achievements 2011-12

• Completed construction of managed and supported • AIS staff underwent extensive legal training for court accommodation facilities in Malak, Berrimah, Coconut work and use of advanced interpreting technology. Grove and Stuart Park. • Increased corporate training for all staff, including • Completed construction of a 40-unit seniors’ village at resilience training, service delivery, leadership and Bellamack. organisational culture.

• Established a Housing Reference Group at Belyuen to ensure community input into housing allocation decisions and improve and maintain connections to the community.

• Under NPA RIH constructed 39 new houses at Wurrumiyanga, and completed 63 refurbishments and 21 rebuilds in Wurrumiyanga, Milikapiti, Belyuen and Acacia Larrakia, including a new subdivision in Wurrumiyanga. Major remote headworks and upgrades have also been completed (including electrical, water and sewerage assets) to support the significant increase in additional housing.

• Provided intensive tenancy support to 70 remote households.

• Provided the Tenancy Sustainability Program (TSP) to 160 households through Mission Australia, Anglicare and CatholicCare.

• Hosted the Fifth Indigenous Economic Development Forum in Darwin in October 2011.

• Hosted a ‘Business in the Bush’ luncheon in Darwin in June 2012 to promote and demystify opportunities for businesses to partner and work in remote communities.

• Facilitated the delivery of Indigenous Business Australia’s ‘Into Business’ workshops in Wurruminyanga.

Coomalie/ Belyuen/ Tiwi DARWIN Darwin Palmerston Wagait Litchfield Islands Total General Public Housing 2299 1222 63 14 3598 Industry Housing 162 31 1 194 Government Employee Housing 14 1 32 16 35 98 Private Headleases1 70 Remote Public Housing / Town Camp Housing 43 14 479 536

TOTAL 2475 1254 138 45 514 4496

1. Private headlease breakdown by Shire is unavailable

ANNUAL REPORT 2011-12 29 20% of the agency’s workforce is Indigenous 49% of the agency’s executive staff are women 674 staff work across the agency’s five regions

Our People 2Ours is a large agency with responsibilities right across the Northern Territory, from urban centres to regional areas, and remote communities.

We rely on our people to plan and deliver high-quality services to Territorians through our regional offices in Alice Springs, Tennant Creek, Katherine and Nhulunbuy, and central offices in Palmerston, Casuarina and Darwin. Frontline staff are guided and supported by the program areas in our central offices.

This section overviews the agency’s people, including staff demographics, workforce development initiatives and performance management. It also › People Profile

celebrates our achievements. At 30 June 2012, the agency employed 674 full-time equivalent staff across the Territory.

This is an increase of 63 staff since June 2011, which is largely due to a number of programs transferring to the agency from other areas. These include the Working Futures group from the Department of Construction and Infrastructure and the Regional Program Officers from the Department of Justice.

In April 2012, 21 new Public Housing Safety Officers were employed to provide a safe environment for public housing tenants and their neighbours. In October 2011, a new NT Coordinator General was appointed. Activity in the Aboriginal Interpreter Services also increased across the regions in 2011-12.

30 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › People Profile

STAFF SNAPSHOT AS AT 30 JUNE 2012

Number Full-time equivalent (FTE) staff 674 Part-time staff Permanent part-time 14 Temporary part-time 26 Casual 518 Early careers - graduates, apprentices and cadets 17

DEMOGRAPHICS Male (full-time equivalent) 257 38% Female (full-time equivalent) 417 62%

Aboriginal and Torres Strait Islander employees 130 20% Employees with disability 23 3.5% Employees from culturally diverse backgrounds 21 3.2% Women in executive positions 34 49%

TURNOVER Commencements 298 Separations 1 162 Staff turnover rate 2 25%

STAFF PER REGION AS AT 30 JUNE 2012

Arnhem 33 Barkly 18 Darwin 525 Big Rivers 39

Central Australia 59

Permanent Temporary Casual Total Arnhem 26 7 33 Barkly 17 1 18 Big Rivers 32 7 39 Central Australia 44 11 4 59 1. Includes resignations Darwin 335 131 59 525 and end of contract. 2. Calculated as the 674 number of separations divided by the FTE average per month in 2011-12

ANNUAL REPORT 2011-12 31 › Supporting Our Staff

› Supporting Our Staff Our People

During 2011-12, initiatives were implemented to build • Established a Remote Infrastructure Program Office and strengthen our workforce capability. to coordinate, facilitate and manage the delivery of infrastructure projects in remote communities on behalf • Increased investment in corporate learning and of government. development from $1200 per person in 2010-11 to $1597 per person in 2011-12. • Implemented the new asset management system in the agency as well as a number of improvement projects through • Delivered capacity development programs focused corporate housing systems and mobile technologies. on leadership (32 programs with 338 participants), • Improved performance monitoring and reporting across 2 service delivery (22 programs with 368 participants) and organisational culture (18 programs with 279 participants). the agency. • Supported 22 staff with study assistance to undertake formal study. • Advertised 236 positions and made 250 recruitment selections. • Undertook comprehensive strategic and operational risk assessments of the agency and its functions. • Supported six office-based apprentices and two graduates in urban, regional and remote areas. • Supported three Indigenous cadets to completion of their tertiary studies in accounting, commerce and arts. • Hosted three Indigenous Employment Program participants and offered Year 10 work experience. • Awarded the inaugural Work Integrated Learning Scholarships to five students from Charles Darwin University. • Implemented changes to processes and procedures in response to the national work health and safety legislation. • Exceeded the sector-wide target of 10 per cent for Indigenous employment, with 20 per cent of the agency’s workforce identifying as Indigenous. • Met the minimum greenhouse rating of 5.5 with 81 per cent of the agency’s vehicle fleet.

32 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Demographics Demographics

GENDER AND LEVEL

During 2011-12, females represented the majority of Aboriginal interpreters, interpreters and AO2 to SAO1 level. The gender balance is fairly even in the executive level. The highest number of staff is in the AO5 and AO6 level.

DESIGNATION AND GENDER OF FTE STAFF AT 30 JUNE 2012

2 Designation Female Male Total Designation Female Male Total Aboriginal interpreter 30 17 47 Administrative Officer 5 66 40 106 Interpreter 8 3 11 Administrative Officer 6 70 31 101 NTPS apprentice 3 3 6 Administrative Officer 7 36 22 58 Graduate 2 0 2 Senior Administrative Officer 1 33 26 59 Physical 3 2 2 4 Senior Administrative Officer 2 8 11 19 Technical 5 1 38 39 Executive Contract Officer 1 13 13 26 Technical 6 0 2 2 Executive Contract Officer 2 7 8 15 Professional 3 0 2 2 Executive Contract Officer 3 1 2 3 Administrative Officer 2 27 8 35 Executive Contract Officer 4 2 1 3 Administrative Officer 3 46 9 55 Executive Contract Officer 6 0 1 1 Administrative Officer 4 62 18 80 Total 417 257 674

ECO4 - 3 ECO6 - 1

The following graph shows ECO3 - 3 Aboriginal Interpreter - 47 the distribution of staff by employment type at ECO2 - 15 Interpreter - 11 30 June 2012. ECO1 - 26 Apprentice - 6 SAO2 - 19 Graduate - 2

SAO1 - 59 PH3 - 4

T5 - 39

T6 - 2

P3 - 2 AO7 - 58 AO2 - 35

AO3 - 55 AO6 - 101

AO5 - 106 AO4 - 80

AVERAGE AGE

The average age of agency staff is 49. This is six years older than the greater Northern Territory Public Service (NTPS), where the average age is 43.

ANNUAL REPORT 2011-12 33 › Demographics

WOMEN AT WORK Our People Of the agency’s 674 FTE staff at year end, 62 per cent were Age and gender of full-time women. The proportion of women at the executive level equivalent (fte) staff at 30 June 2012 was 49 per cent; 10 per cent higher than the greater NTPS proportion of 39 per cent. Age Range Male FTE Female FTE Total Percentage 18-25 19 54 73 11% 26-35 45 96 141 21% 36-45 63 100 163 24% 2 46-55 77 90 167 25% 56-65 48 71 119 18% 66-75 6 5 11 1% Total 257 417 674 100%

Male Female 66-75 66-75 56-65 56-65 46-55 46-55 36-45 36-45 26-35 26-35 18-25 18-25

100 80 60 40 20 0 0 20 40 60 80 100

EQUAL EMPLOYMENT OPPORTUNITY AND WORKFORCE DIVERSITY

With a workplace comprising 130 Indigenous employees and 21 employees who have identified as being from culturally diverse backgrounds, the agency meets and exceeds diversity targets set by government. Nonetheless, we continually strive to improve diversity in our workforce through our priority of developing a professional workforce reflective of the Northern Territory’s diverse population.

% of agency % NTPS Female Male Total employees* target Aboriginal and Torres Strait Islanders 84 46 130 20% 10% Employees from culturally diverse backgrounds 14 7 21 3.2% No target Employees with disability 12 11 23 3.5% 4%

* Employees self- declare their EEO status; disclosure is not compulsory.

34 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Demographics

INDIGENOUS EMPLOYMENT AND CAREER DEVELOPMENT STRATEGY

The agency is proud of its continuous achievement in Indigenous representation in the workforce, with 20 per cent of employees identifying as Indigenous at 30 June 2012. Our Indigenous representation is double the target set for the whole of the NTPS of 10 per cent by 2012.

Accepting, encouraging and fostering diversity within 2 our agency is essential if we are to be regarded as an attractive employer and an employer of choice for Indigenous Territorians.

the agency has developed a specific Indigenous employment action plan to improve local Indigenous employment and development opportunities. Additionally, the agency continues to support Indigenous career development programs, such as Indigenous cadetships, Indigenous leadership programs, and Indigenous employment program and work experience. The agency also participates in the Office of the Commissioner for Public Employment’s Indigenous Employment and Career Development coordinators network.

% of agency % NTPS Female Male Total employees* target Aboriginal and Torres Strait Islanders 84 46 130 20% 10% Employees from culturally diverse backgrounds 14 7 21 3.2% No target Employees with disability 12 11 23 3.5% 4%

35 Corporate Learning and Development

Ongoing learning, development and education • The workplace provides opportunities for flexible work Our

opportunities are offered to all employees. The agency’s arrangements. Managers also take the differing needs People commitment to learning and professional development of and circumstances of employees into account when our staff saw an increase of expenditure from $1200 per making decisions. person in 2010-11 to $1597 per person in 2011-12. Opportunities for improvement include: During the reporting period, the agency’s corporate learning and development initiatives revolved around: • Formal performance feedback is low. Improving in this area is one of the agency’s first priorities. It should be • recruitment and selection noted that: • giving and receiving performance feedback 2 Of respondents who had received formal • mentoring Indigenous employees performance feedback, 86 per cent found these • getting the best out of people discussions beneficial • team building In February, all managers were required to complete • feedback - vital element a performance agreement discussion with their staff, • machinery of government and this should occur every six months • coaching skills for high performance in organisations Workshops on ‘Giving and Receiving Feedback’ and • advance government decision making the Performance Agreement process’ were offered to all staff. • internal consulting skills. • Employment based on merit. Many respondents The agency supported the Office of the Commissioner believed that there is an ongoing need to ensure for Public Employment with strong representation on its recruitment and promotion decisions are fair, or that leadership programs, including: favouritism is not a factor in decisions to promote • ‘Lookrukin’ Indigenous women’s leadership employees. Recruitment and selection workshops will development program continue to be offered to all staff, and human resource consultants will continue to work with managers to • ‘Kigaruk’ Indigenous men’s leadership development program ensure proper and reasonable processes result in good • public sector management recruitment decision making. • future leaders • The Fair Internal Review System. Some respondents • executive leaders reported the need to build confidence in the procedures • ‘Discovery - women as leaders’ and processes used to resolve employee grievances. The • various Australia and New Zealand School of agency’s grievance procedures have been reviewed and Government (ANZSOG) workshops. will be circulated and explained to staff.

• Quality leadership. Employees believe ongoing work › 2011 NTPS Employee Survey is required to build the agency’s leadership capacity, particularly in operational areas, and that more work The response to the Commissioner for Public needs to be done to promote available leadership Employment’s survey of NTPS employees in August 2011 training opportunities and ethical leadership. In from employees in this agency was much greater than the response to this feedback, the agency’s senior leaders number of responses from other agencies. The important have participated in 360-degree feedback. An agency- feedback provided in these responses enables the agency specific ‘Essential Skills for Leaders’ program is also to improve the workplace and strengthen our workforce. available to all managers and team leaders. Positive findings for this agency include:

• A strong commitment to community service. Staff are committed to providing an excellent customer service, and confidentially of information is taken seriously.

• A high positive rating for ’application for employment open to all’. This demonstrates that job vacancies are advertised publically and that the general public have a reasonable opportunity to apply.

36 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Learning and Development

› Workforce Development Initiatives and Darwin. Planning is underway for the workshop to be delivered in Alice Springs and Nhulunbuy. At year end, The agency continues to strengthen its investment in more than 50 employees have attended the workshop. growing and supporting our employees through on-the- Content includes an introduction to language, Aboriginal job-training, ranging from apprenticeships to the graduate culture, kinship systems and Indigenous history. program. These programs are essential in building a skilled, sustainable and capable workforce and developing NAVIGATOR FOR MEN AT WORK the agency’s future leaders. Our agency, in conjunction with the Department of DISCOVERY - WOMEN AS LEADERS Natural Resources, Environment, the Arts and Sport, 2 offered a new professional development program in In 2011-12 six women were sponsored to participate in 2011–12: ‘Navigator for Men at Work’. The program is a the ‘Discovery - Women as Leaders’ program, a unique great professional development opportunity for men to personal and professional development opportunity for develop their capabilities and improve their interpersonal women in the NTPS. The program is designed to help skills. Nine men from this agency attended (three from women develop their confidence, learn leadership skills Arnhem and six from Darwin). Topics include: and build valuable support and business networks. • building self-awareness and confidence KIGARUK - INDIGENOUS MEN’S LEADERSHIP • improving skills in managing difficult situations/people DEVELOPMENT PROGRAM • honing the ability to influence others Congratulations to Tim Appo from the Arnhem Region, • developing listening skills who recently completed his studies and was awarded • understanding others better a Diploma of Management (Policy Development) from Charles Darwin University as part of the ‘Kigaruk • developing better communication and interpersonal Indigenous Men’s Leadership Development’ program. relationship skills Kigaruk provides an opportunity for Indigenous men to • building support aand mentoring networks gain knowledge and skills necessary to increase their • how to constructively develop and influence others. effectiveness in their current position and to improve their career progression. REGIONAL EXECUTIVE DIRECTOR’S INDUCTION

LOOKRUKIN - INDIGENOUS WOMEN’S An induction program tailored for the new Regional LEADERSHIP DEVELOPMENT PROGRAM Executive Directors (RED) was held in October 2011. The aim of the program is to enable knowledge sharing During 2011-12, the agency sponsored seven women on at a senior executive level to support the agency in its ‘Lookrukin - Indigenous Women’s Leadership Development lead role in delivering the Territory’s obligations under Program’ (two from both Alice Springs and Katherine the National Partnership Agreement with the Australian and three from Darwin). They studied a Diploma of Government on Remote Indigenous Housing, Remote Management (Policy Development) from Charles Darwin Service Delivery and Homelessness, as well as key University. Lookrukin is designed to provide a high level, responsibilities in housing management and delivering significant learning experience for Aboriginal and Torres services to remote and regional locations. Strait Islander women employed in the NTPS.

AGENCY INDUCTION ESSENTIAL SKILLS FOR LEADERS The agency’s induction program helps new employees to The ‘Essential Skills for Leaders’ workshop was designed settle into their new team and workplace by giving them an especially for our agency to equip staff with the skills understanding of and the agency and how their role fits into it. necessary to lead people. The 2.5-day workshop was first delivered in Alice Springs in late 2011, and has The agency’s corporate plan, strategic goals, code of since been offered in Darwin. Topics covered include conduct, performance agreements, workplace health and leadership, performance management, probation, and safety and employee assistance program are all discussed. budget and financial management. During 2011-12, a number of inductions were completed ABORIGINAL CULTURAL AWARENESS with specific work groups, including graduates, apprentices, the newly established Remote Infrastructure The ‘Aboriginal Cultural Awareness’ workshop was Program Office, the Public Housing Safety Officers and introduced in 2012 and has been delivered in Katherine the Work Integrated Learning Scholarship recipients.

ANNUAL REPORT 2011-12 37 › Corporate Learning and Development Our

PUBLIC SECTOR MANAGEMENT PROGRAM ongoing employment in the NTPS. The agency provides People a study allowance, book allowance and vacation Two employees successfully completed the ‘Public employment during the academic break. Sector Management Program’ and were awarded a Graduate Certificate in Public Sector Management from During 2011-12, two cadets graduated from Charles Darwin Flinders University. This is a national leadership program University; one with a Bachelor of Accounting and one designed specifically for public sector managers from with a Bachelor of Commerce. Both cadets accepted a federal, state, territory and local governments. In 2011–12 graduate position in the private sector. Another cadet the agency sponsored seven employees (one from Alice successfully completed a Bachelor of Arts at the Australian Springs, one from Katherine and five from Darwin) to National University, and the agency continues to support 2 study for this post graduate certificate. her in furthering her studies in a Bachelor of Laws.

GRADUATE DEVELOPMENT PROGRAM INDIGENOUS EMPLOYMENT PROGRAM

The ‘Graduate Development Program’ is designed to The agency hosted three participants under the develop new generations of employees whose ideas, Indigenous Employment Program during 2011-12: ambition and leadership potential will help shape the future of the NTPS. It’s a fantastic opportunity for • The Aboriginal Interpreter Service provided work graduates, who can begin a career with the public experience for student studying for a Certificate II in sector in a supervised environment that continues their Customer Contact professional training. • Indigenous and Economic Development offered on-the- In 2011-12, two graduates commenced with the agency. job training for student studying for a Certificate II in One holds a Bachelor of Economics (International Business Administration Trade and Finance) and the other holds a Bachelor of • Territory Housing hosted the student studying a Accounting. Both graduates will participate in work Certificate II in Community Services. rotations throughout the agency during the 12-month program. As part of the 2011 program, five graduates This program is a key NT Government Indigenous participated in the 2011 Australian Bureau of Statistics employment initiative. Similar to the apprenticeship Census, working as remote area mobile team members program, on-the-job training is aligned to the areas of study. in Barkly, Big Rivers and Darwin regions. WORK INTEGRATED LEARNING SCHOLARSHIP APPRENTICESHIP PROGRAM The Work Integrated Learning Scholarship is a whole- The Apprenticeship program gives Territorians the of-government program that invites students enrolled opportunity to gain a qualification through structured at Charles Darwin University to apply for a scholarship employment and training in the NTPS. Apprentices with NTPS agencies. This career development initiative undergo on-the-job training to broaden their skills and was adopted by the agency in 2011-12, and five students experience and study for a Certificate III at a Registered were successful in gaining a scholarship. Training Organisation. The students will be undertaking paid work placements In 11-2012, five apprenticeships were offered, in business during their university breaks in a number of areas and information technology. Three are studying for a across the agency. Several were working during June Certificate III in Business over 12 months, and two are 2012, gaining valuable work experience. studying for a Certificate III in Information Technology over 18 months. All apprentices will rotate throughout VACATION EMPLOYMENT various work groups during the course of the program. One apprentice from 2011, located in Wurrumiyanga, is Employment of up to 12 weeks is offered during university continuing her study towards a Certificate III in Business. semester break to students studying various disciplines. This enables them to develop an understanding of the INDIGENOUS CADETSHIP SUPPORT agency’s core business and a range of administrative skills and knowledge relevant to their studies. The Indigenous Cadetship Support program is part of the NTPS’s commitment to achieve a more representative During 2011-12, eight students were provided with vacation number of Aboriginal and Torres Strait Islander people employment during the Christmas and mid-year breaks. in its workforce. The cadetship assists Aboriginal and Torres Strait Islanders to gain tertiary qualifications and

38 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Learning and Development

360-DEGREE FEEDBACK › Study Assistance

In 2011-12, 360-degree feedback was offered to 42 Staff are encouraged to increase their learning though senior leaders across the agency. The feedback helps formal study in areas relevant to the agency’s core illuminate the leaders’ personal development needs business. During the reporting year, 22 employees and points to areas of their work that may require received study assistance and support through professional development. The process also helps guide reimbursement of study fees, and paid study leave to the agency on areas where the senior leaders group attend tutorials, lectures and examinations. could benefit from targeted support. The NTPS Capability and Leadership Framework was used as a basis to obtain Study leave undertaken by employees included: 2 feedback from managers, peers and team members. • Bachelor of Behavioural Science The 360-degree process identified the following areas of • Bachelor of Business strength in the agency’s senior leaders: • Bachelor of Commerce • professionalism and probity • Bachelor of Environmental Science • resilience • Bachelor of Information Technology • commitment to action • Bachelor of Laws • engagement with risk and personal courage • Bachelor of Social Work • judgement, intelligence and common sense • Associate Degree in Legal Studies • valuing differences and diversity. • CPA Professional The agency is planning a senior leaders program to • Graduate Certificate in Business develop the priority areas of: • Graduate Certificate in Social Planning • inspiring a sense of purpose and direction • Master of Social Change and Development. • ensuring closure and delivering on intended results • guiding mentors and developing people • demonstrating self-awareness and a commitment to personal development.

DEVELOPING PERSONAL RESILIENCE IN THE WORKPLACE

This popular half-day workshop has been delivered in Alice Springs, Tennant Creek, Katherine and Darwin. It is designed to assist staff in building personal resilience, provide tools and strategies to build resilience in a team environment and deal with change. More than 200 staff have attended the program.

POLICY DEVELOPMENT - SHAPING PUBLIC ACTION

The agency, in conjunction with the Department of the Chief Minister, designed and delivered a policy development program on ‘Shaping Public Action’. The pilot program targets middle managers who want to enhance their understanding of the key aspects of public policy development. The program covers the impact of the political system on policy making and the importance of internal and external stakeholder engagement to determine and achieve policy objectives. The pilot program has been successful and is now offered to the whole of government through the Office of the Commissioner for Public Employment.

ANNUAL REPORT 2011-12 39 › Corporate Learning and Development

Number of actual staff in regional and remote › Remote Workforce Development Our locations at 30 June 2012 People All employees are encouraged to continue their personal No. of and professional development and strengthen their ability to Location Actual Staff provide exemplary service to Territorians. Living in a remote Alice Springs 223 or regional area poses unique challenges in accessing training and development opportunities. To support our staff Alyangula 3 in these areas, the agency sponsored the following learning Angurugu 15 and development opportunities in 2011-12: Atitjere (Harts Range) 1 • Public Sector Management Program 2 Borroloola 2 • Kigaruk - Indigenous Men’s Leadership Development Daly River 1 Program Elliott 1 • Lookrukin - Indigenous Women’s Leadership Development Program Galiwinku 7 • Essential Skills for Leaders Gapuwiyak 3 • Aboriginal Cultural awareness Gunbalanya 7 • Navigator for Men at Work Jabiru 2 • recruitment and selection Kalkarindji 2 • developing personal resilience in the workplace Katherine 81 • giving and receiving feedback Lajamanu 2 • team building and capacity development Laramba (Napperby) 1 • 360-degree feedback. Mataranka 1 As at 30 June 2012, there were 524 agency staff, Milingimbi 6 including casual, temporary, part-time and full-time Milikapiti 3 employees, working in regional and remote locations. Of Maningrida 15 this figure, 319 are Aboriginal Interpreters. Mutitjulu 1 Ngukurr 3 › Performance Management Nhulunbuy 43 Our people are our most important assets and are essential to the agency’s continuous improvement and high performance. Numbulwar 1 The agency uses Performance Agreements between managers Ntaria (Hermammsburg) 1 and staff. This process is critical in attaining the agency’s Nyirrpi 1 strategic goal of ‘achieving a collaborative, influential and capable organisation’. Participating in Performance Palumpa 1 Agreements is expected of all staff. Papunya 4 Performance Agreements are: Pirlangimimpi (Melville Island) 3 Ramingining 4 • an opportunity to reflect on achievements and challenges Tennant Creek 38 • important individual conversations between staff and their manager to plan future priorities and development Ti Tree 1 opportunities Wadeye 27 • a tool to capture regular feedback and direction provided Warruwi 2 throughout the year. Wurrumiyanga (Nguiu) 15 Constructive Performance Agreement discussions Yirrkala 2 cultivate productive working relationships, build Yuendumu 1 capable, high-performing teams and achieve results. Total 524

40 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Learning and Development

The NTPS Capability and Leadership Framework is › Celebrating Staff Achievements an effective tool that can be used in the Performance Agreement process. From the 2011 NTPS Employee We are proud to share a summary of our employees’ Survey, 86 per cent of employees who had a Performance fantastic achievements from 2011-12. Agreement discussion found the conversation valuable. Jayde Manning During 2011-12, the Performance Agreement process was Apprentice reviewed and Human Resources Consultants provided information and workshops across the Territory. Information Awarded Trainee of the Year for Central Australia. Jayde has also been nominated for the NT Training Awards hosted by on the Performance Agreement process is available on the the Department of Business and Employment. 2 agency intranet, together with a suite of tools for managers and employees to complement this process. Daniel Johns Apprentice Additionally, workshops on ‘Giving and Receiving Feedback’, ‘Essential Skills for Leaders’ and team Completed an apprenticeship with the agency and received a Certificate III in Business. building all assist in developing the workplace and getting the best out of the team. Sean Heavey Apprentice Completed an apprenticeship with the agency and received a Certificate III in Business.

Tim Appo Arnhem Regional Office Awarded a Diploma of Management (Policy Development) from Charles Darwin University as part of the ‘Kigaruk -Indigenous Men’s Leadership Development Program’.

Mychelle Curran Territory Housing Programs and Performance Selected as one of two NTPS representatives to participate in the 2011 Executive Fellows Program offered by the Australia and New Zealand School of Government (ANZSOG).

Solomon Gaturu Legislation Admitted as a solicitor to the Supreme Court of the Northern Territory. Solomon is the first Kenyan to achieve this in the Northern Territory.

ANNUAL REPORT 2011-12 41 › Corporate Learning and Development Our Heidi Williams David Ea People Indigenous Economic Development, Alice Springs Scholarship recipient One of four finalists in the Chamber of Commerce Customer Successful recipient of the inaugural Work Integrated Service Awards that recognise outstanding service to the Learning Scholarship. public. Thomas linton Alicia Briston Scholarship recipient Local Government, Regional and Community Services Successful recipient of the inaugural Work Integrated Completed the Indigenous Employment Program, a pre- Learning Scholarship. employment program that equips trainees with skills relevant 2 to entry-level positions. Kelsey Smith Scholarship recipient Casey Anderson Local Government, Regional and Community Services Successful recipient of the inaugural Work Integrated Learning Scholarship. Completed the Indigenous Employment Program, a pre- employment program that equips trainees with skills relevant Natasha Hampton to entry-level positions. Scholarship recipient

Giovina D’Alessandro Successful recipient of the inaugural Work Integrated Local Government, Regional and Community Services Learning Scholarship. Completed the Public Sector Management Program and Cheryl Dives awarded a Graduate Certificate in Public Sector Management. Central Australia Regional Office

Hayley Davies Celebrated 30 years of service with the NT Government in the Remote Housing NT public housing area. Completed the Public Sector Management Program and Wendy Raymond awarded a Graduate Certificate in Public Sector Management. Service Delivery Coordination Unit

Jemma Norris Celebrated a service milestone. Began career working as a Indigenous cadet telephonist with the Post Master General in 1971. She has over 17 years with housing as a housing manager in all offices Awarded a Bachelor of Arts from the Australian National except Nhulunbuy. University and is continuing her studies in a Bachelor of Laws. Lisa Joy Kellie Ann Fawcett Central Australia Regional Office Indigenous cadet Achieved 20 years’ service with Territory Housing. She has Awarded a Bachelor of Accounting from Charles Darwin worked in Alice Springs and Darwin. University. Wayne Hoban Lauren Pratt Central Australia Regional Office Indigenous cadet Retired from the NTPS after more than 32 years’ service, most Awarded a Bachelor of Accounting from Charles Darwin of which was in the housing-related areas of the agency. University.

Lianna Brown Aboriginal Interpreter Service Offered a scholarship by Macquarie University to study for a Post Graduate Certificate in Community Interpreting.

Jacqui Phillips Aboriginal Interpreter Service Offered a scholarship by Macquarie University to study for a Post Graduate Certificate in Community Interpreting.

Irene Sfouggaristos Scholarship recipient Successful recipient of the inaugural Work Integrated Learning Scholarship.

42 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES FEATURE STORY

Aurora Quinn

2 › 2011 Chief Minister’s Awards for Excellence in the Public Sector

The hard work of Territory public servants was recognised at the Chief Minister’s Awards for Excellence in the Public Sector on 17 November 2011. Following are the 2011 Chief Minister’s achievements of our people and teams: Awards

Aurora Quinn Interpreting and Translating Service of the Northern Territory Aurora Quinn - winner: Chief Minister’s Medal (ITSNT) Over the last 25 years, Aurora Quinn has made an extraordinary Recipient of the 2011 Chief Minister’s Public Sector Medal, difference to the lives of thousands of Territorians in her capacity recognising her extraordinary contribution to the lives of thousands of Territorians in her capacity as a language as a language translator and interpreter. Since joining the ‘Ethnic translator and interpreter. Affairs’ department in the late eighties, she has led the Interpreting and Translating Service of the Northern Territory (ITSNT) through an Aurora was instrumental in the development of the NT Government’s language service policy. Under her incredible period of growth and expansion. Aurora was instrumental stewardship, the ITSNT enriches the lives and equalises the in the development of language service policy for the Territory opportunities for more than a third of people living in the Government, and under her stewardship, the ITSNT enriches the lives Territory who speak a language other than English. and equalises the opportunities for more than a third of people living in the Territory that speak a language other than English. Julie Brimson Territory Housing Programs and Performance Aurora has also been pivotal in the professional development of Recipient of the 2011 Chief Minister’s Public Sector Medal, interpreters and translators right across the Territory in the areas of recognising her outstanding ability to plan and implement ‘ethnic’ languages and sign languages (AUSLAN). She also championed change in the Territory’s Local Government Reform. the development and subsequent delivery of a significant program of Julie facilitated a successful and significant program of change cross-cultural communication training in both government and non- management to achieve our strategic goals and people focus in government environments. the Palmerston and Arnhem regions.

Housing Operational Training Unit Julie Brimson - winner: Chief Minister’s Medal Territory Housing Programs and Performance Our regional offices and staff are at the forefront of the agency and are Finalist in the ’Strengthening Government and Public integral to achieving improved public housing services and building strong Administration’ category. regions and communities. The Housing Operational Training Unit developed and implemented new approaches to training, supporting and Recognised for her outstanding ability to plan and implement change in developing Territory Housing staff in urban and remote the Territory’s Local Government Reform, Julie Brimson was asked by the locations to meet the expanding housing needs in the Territory. agency’s executive team to undertake a significant change management Local Implementation Plans process to achieve our strategic goals and people focus in the Palmerston Service Delivery Coordination Unit and Arnhem regions. Finalist in the ’Enriching our Society and Lifestyle’ category. Julie embraced the challenge and in just under a year implemented For the establishment of Local Implementation Plans (LIPs) sustainable and effective change management strategies that had for the Territory’s 15 Remote Service Delivery (RSD) sites unprecedented results in improved culture and performance. These in partnership with local people and key stakeholders. regions continue to develop and thrive following Julie’s leadership, The LIPs are long-term generational commitments based testament to her remarkable ability as a change agent. on delivering coordinated, targeted and accelerated development in Indigenous communities. 43 Health and Wellbeing

The health and safety of employees in the workplace is a priority for Our People the agency.

During 2011-12, the Senior Executive Group endorsed the introduction of a Health and Wellbeing Framework that focuses on the five pillars of wellbeing: career wellbeing, flexible work practices, physical and psychological health, community involvement and financial wellbeing. 2 A remote travel vehicle policy was also introduced, and occupational health and safety committees established throughout the agency.

› Work-Life Balance Initiatives

Staff accessed a range of work-life initiatives during 2011–12 The agency approved leave without pay for periods for to assist them in balancing their work commitments with up to 12 months for 17 employees to undertake both family, community and cultural responsibilities, interests personal and professional development opportunities. and other obligations. These initiatives included: Additionally, one application for home-based work and seven requests for part-time employment were • flexible working hours supported. One employee took the opportunity to • purchasing additional recreation leave purchase additional leave. • taking recreation leave at half pay • extended leave scheme • home-based work • compressed working week • part-time employment • taking a career break.

NUMBER OF STAFF USING A WORK-LIFE BALANCE OPTION

% of Option Female Male Total Workforce Purchased leave (up to six weeks’ additional leave) 1 0 1 0.2 Flexible work arrangements (part-time work) 10 6 16 2.4 Career breaks 7 1 8 1.2 Working from home 1 0 1 0.2

44 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Health and Wellbeing

› Occupational Health and Safety

Occupational health and safety is discussed at all employees’ induction, as is the agency’s Employee Assistance Program (EAP). This program offers employees and their family members up to five free confidential counselling sessions to assist with work-related issues or personal concerns. Career guidance is also available. Services are currently available from the NTPS’s four 2 selected EAP providers. In 2011–12, a total of 283 EAP sessions were taken up by staff members and their family, at a cost of $81 475.

Free flu vaccinations were offered to all employees as part of the agency’s health and wellbeing initiative.

The agency also continued to deliver the ‘Developing Personal Resilience in the Workplace’ workshop to more than 200 employees in Alice Springs, Tennant Creek, Katherine, Nhulunbuy and Darwin. Attendees learn strategies to build personal resilience, tools to strengthen resilience in a team environment and how to deal with change.

› Workers’ Compensation

During 2011-12, 12 new claims for workers’ compensation were received. Fifteen cases were resolved. At 30 June 2012, there were seven open compensation claims.

The table below compares workers’ compensation data from 2008–09 through to 2011-12.

Workers’ Compensation Claims 2011-12 2010-11 2009-10 2008-09 Claims at 1 July 2011 10 8 4 4 New claims 12 8 6 5 Claims resolved 15 6 3 5 Open claims at 30 June 2012 7 10 8 4 Staff currently receiving workers’ compensation payments 3 6 0 0

45 Reporting Against Employment Instructions

Under the Public Sector Employment and Management Act, Employment Our People Instructions provide direction to agencies on human resource management matters. Each Instruction specifies required reporting in agency annual reports. The agency’s performance against each Instruction is reported below. 2 Employment instructions and agency requirements Actions

Number 1 - Filling vacancies • Recruitment and establishment policies are available on the staff intranet. Chief Executive must develop a • Human resources consultants continue to provide advice on recruitment and procedure for the filling of vacancies selection processes. • More than 67 staff across the Territory attended ‘Recruitment and Selection’ workshops. • Recruitment action undertaken during 2011-12 includes advertising 236 vacancies (ongoing and fixed period), 298 commencements of new employees and 162 separations. • One promotion appeal was received during the reporting period. This appeal was disallowed.

Number 2 - Probation • Probation reports are coordinated and monitored by human resources. Chief Executive must develop a • The ‘Essential Skills for Leaders - Managing Probation’ workshop was delivered probation procedure to more than 35 team leaders and managers in Darwin and Alice Springs. • A probation policy has been reviewed and will be available to all staff on the intranet. • The probation process is discussed with new employees at induction.

Number 3 - Natural justice • The principles of natural justice are applied to all dealings with employees. Agency employment policies and procedures reflect these principles. The rules of natural justice to be observed in all dealings with employees

Number 4 - Employee performance • Information and supporting documentation on Performance Agreements is management and development system available on the agency’s intranet. Chief Executive must develop and • Feedback on performance is provided every six months. implement an employee performance • Performance Agreement information sessions were made available to all management and development process work groups. • Improving Performance procedures and a guide to giving and receiving feedback have been drafted and will be available to all staff on the intranet. • Giving and Receiving Feedback’, ‘Essential Skills for Leaders’ and ‘Getting the Best out of People’ workshops were delivered in Darwin and Alice Springs.

Number 5 - Medical examinations • The agency rarely requires the need to manage medical incapacity issues. When required, managers liaise with Human Resource Consultants or the No reporting requirements Office of the Commissioner for Public Employment for specific advice.

Number 6 - Employee performance and • There were no inability cases during 2011–12. inability • The agency’s human resources consultancy framework is designed to assist Chief Executive may develop employee managers and staff when exploring inability matters. performance and inability procedures • Improving performance procedures were developed and will be available to all staff on the intranet.

Number 7 - Discipline • No formal disciplinary actions were taken during 2011-12. Chief Executive may develop discipline procedures

46 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Reporting Against Employment Instructions

2 Employment instructions and agency requirements Actions

Number 8 - Internal agency complaints • A ‘Management of Grievances’ procedure has been reviewed and will be and section 59 grievance reviews available to all staff on the intranet. Chief Executive must develop an internal • Mediation is used as a mechanism to actively resolve potential grievances and employee grievance handling policy and continues to be used as an early intervention tool. procedure • One grievance was lodged in 2011-12, and resolved. • Our human resources consultancy framework provides a contact point for staff who feel aggrieved in the workplace.

Number 9 - Employee Records • Employee personnel files are maintained by the Department of Business and Employment. Chief Executive is responsible for keeping employees’ record of employment • Requests for access to employee records are made through the Director, Human Resources.

Number 10 - Equity of Employment • Details of the agency’s programs and initiatives are provided earlier in the Opportunity Programs relevant section of this report. The rules of natural justice to be observed in all dealings with employees

Number 11 - Occupational Health and • Implementation of policies and procedures associated with the national Safety Standards Programs uniform Work Health and Safety Act that came into effect from 1 January 2012. Chief Executive must ensure the • A health and wellbeing framework was introduced. application of appropriate occupational • Four selected EAP providers are available to staff members and their family, health and safety standards and programs. providing up to five free confidential counselling sessions. Chief Executive to report annually on • Annual flu vaccinations were offered to all employees and are fully funded by occupational health and safety programs the agency. • More than 200 employees have attended the ‘Developing Personal Resilience in the Workplace’ program. • Occupational health and safety is discussed at induction.

Number 12 - Code of conduct • The code of conduct is available to all staff on the intranet and has been reinforced through our human resources consultants’ activities. Chief Executive may issue an agency- specific code of conduct. • The code of conduct is discussed at induction. • Acceptance of gifts and benefits and disclosure of interest policies was Chief Executive may issue agency endorsed and is available on the agency intranet. guidelines regarding acceptance of gifts and benefits by public sector officers

Number 13 - Appropriate workplace • Appropriate workplace behaviour is discussed at induction. behaviour • This new Employment Instruction was an agenda item for the Senior Executive Chief Executive must develop and Group and Executive Leadership Team meetings. implement an agency policy and • Work has commenced on preparing a policy and procedure on respect in procedure to: the workplace. • foster appropriate workplace behaviour • foster a culture of respect • deal effectively with inappropriate workplace behaviour and bullying

ANNUAL REPORT 2011-12 47 81% of the vehicle fleet met minimum greenhouse rating of 5.5

Corporate Governance 3Sound corporate governance helps an organisation to achieve its outcomes and obligations through thorough planning, decision making, risk management and accountability. The agency’s corporate governance arrangements are described and reported on in this section.

› Corporate Governance

Corporate governance defines the agency’s strategic objectives and enables it to manage risks, maintain stakeholder relationships and utilise resources to meet its strategic goals and deliver core business. Additionally, it ensures sound governance practices are in place and actioned appropriately throughout the agency, to achieve transparent and ethical decision making and accountability at all levels.

The agency’s corporate governance principles are accountability, transparency, integrity, stewardship, and leadership.

48 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Governance

Corporate Governance Framework

STRATEGIC GOALS 1. Improve access to safe, secure, appropriate and affordable housing. 2. Strong regions, communities and local governments. 3. A collaborative, influential and capable organisation.

HOW WE BEHAVE HOW WE WORK HOW WE GOVERN OURSELVES

SENIOR EXECUTIVE GROUP

Risk and Audit Work Health Safety Information Procurement Management

EXECUTIVE LEADERSHIP TEAM

› Accountability

The agency upholds this corporate governance principle The delegations system has been designed to be more by implementing appropriate standards, controls and efficient and responsive to organisational changes, and policies so staff understand expectations and take simpler to administer. responsibility for their decisions and actions. MANAGEMENT AND STAFF CORPORATE GOVERNANCE POLICY The agency’s Senior Executive Group is responsible for The agency’s corporate governance policy assists staff to strategic decision making and policy setting for operational understand expectations and responsibilities by continually: and internal processes. Strategic issues are referred to the group by the agency’s Executive Leadership Team, which • articulating accountabilities, responsibilities and provides high-level management across the agency. authority to act, associated with different staff classification levels and functional roles The Executive Leadership Team is made up of the • improving agency governance practices Executive Directors and Directors, who are responsible for managing the operations of the agency’s business • educating employees and stakeholders on their roles and units and who are accountable to their respective Senior responsibilities. Executive Group member.

CORPORATE DELEGATIONS

Appropriate delegations enable staff to be accountable. The delegations system is split across five categories:

1. finance 2. accounts payable 3. procurement 4. housing 5. human resources.

ANNUAL REPORT 2011-12 49 › Corporate Governance

› Transparency

The agency upholds the corporate governance principle of transparency by ensuring roles and responsibilities are clearly communicated and clear advice and procedures are available to assist in decision making.

CORPORATE PLAN

The agency’s corporate plan is an important tool to Corporate communicate its three strategic goals and annual operational priorities. Governance The Department of Housing, Local Government and Regional ACCESS TO INFORMATION Services Corporate Plan 2010-13 was developed to explain the breadth of the agency’s responsibilities and to reflect In accordance with the Information Act, the agency the significant role of the regional offices in implementing provides the means for interested people to access agency programs, government priorities and agreements. information held by it. The corporate plan is reviewed and updated annually to Through the Information Access Policy individuals can 3 ensure strategies and priorities continue to reflect the access information about themselves without the need operational and environmental challenges facing government for a formal application under the Freedom of Information and the agency. It is also updated with our achievements process. During 2011-12, the agency responded to 54 against each of the strategic goals to continually monitor our informal and 55 formal information access requests. performance and measure our results. Details of formal requests are in the following table.

Applications under the Information Act 2008-09 2009-10 2010-11 2011-12 Accepted applications outstanding at start of year 0 1 0 1 Applications to access personal information 19 30 37 42 Applications to access government information 5 17 12 13 Accepted applications withdrawn 3 2 2 5 Applications transferred 0 1 0 0 Unaccepted applications 1 0 0 0 Applications completed within 30 days 19 44 47 53 Applications completed in more than 30 days 0 0 2 2 Open applications at end of year 1 0 1 0

50 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Governance

PERSONAL INFORMATION executive contract officers and employees at the SAO2 level are required to complete a disclosure of interests All personal information is handled in accordance with the form, as well as any other employee that may have any real Information Privacy Principles set out in Schedule 2 of the or perceived conflicts of interests. Information Act. The agency’s privacy policy is available from our Information Officer or from the website. Under the Procurement Directions, all staff involved in quotation/tender assessment are required to complete The agency undertakes to protect the personal information a declaration of interests and confidentiality form for it holds by: all procurement activities regardless of value. No staff undertaking procurement assessments identified any • collecting only the information that is necessary to conflicts of interest during 2011-12. perform its functions • holding the information for no more than the period › Stewardship of time required by business, legislative or historical reasons The agency strives to manage resources in a manner that • protecting such information from unauthorised is compliant with legislation and policy, and to achieve disclosure or access. efficient and effective outcomes that benefit the Territory community. No privacy breach notifications were lodged during 2011-12. 3 Procurement INFORMATION AVAILABLE Sound procurement practices support the agency’s resource management. The agency’s Procurement In addition to meeting legislative reporting obligations, the Management Plan was developed in line with our annual agency endeavours to regularly report on its activities by: obligations under the Procurement Directions. Three staff from the Department of Business and Employment’s expert • publishing progress updates on key initiatives on the procurement network are based in our agency to advise agency’s websites our staff on all procurement-related matters and improve • tabling reports in local and national forums such procurement practice throughout the agency. as Council of Territory Co-operation and Estimates During the year all internal procurement guidelines and Committee. policies were reviewed and made available to staff on the intranet. Significant reforms to the NT Government › Integrity procurement framework are being implemented in stages from July 2012. The in-house agency procurement team will This Corporate Governance principle is upheld by the revise guidelines and policies to incorporate the whole-of- agency by ensuring its ethics are integrated in decision government changes and continue to provide timely advice making, building trust in government. on to staff on procurement best practice. Corporate Ethics

The agency’s values are articulated in the Corporate Plan. › Leadership The values are underpinned by the Northern Territory Public The agency upholds this corporate governance principle Sector’s Principles and Code of Conduct, which provide by establishing corporate values, communicating vision, guidance on a range of ethical and moral issues that staff proactively consulting and influencing direction. may encounter. Strong leadership is provided through the Chief Executive The Code of Conduct applies to all staff and adherence to it and the Senior Executive Group, which provides strategic is a condition of employment. direction across the agency to ensure we meet our Conflict of Interest Provisions corporate responsibilities.

The Code of Conduct includes the principle that employees The agency recognises that leadership (of both people and shall disclose in writing to the Chief Executive any private issues) is demonstrated across most levels of the agency, financial and other interests, where those interests that wherever staff take responsibility for their work and are may conflict or appear to conflict with their official duties, accountable for their actions. The agency places strong and take reasonable steps to prevent such conflict. emphasis on learning and on professional development to encourage leadership among all staff. The agency’s disclosure of interests policy was reviewed and updated during 2011-12. Under the revised policy, all

ANNUAL REPORT 2011-12 51 › Risk Management Risk Management

Part Two: Our People details the significant contribution RISK MANAGEMENT FRAMEWORK of our people to the agency’s success and outlines the opportunities we offer to encourage excellence Risk management processes form in performance. part of the agency’s corporate Corporate Values governance. They must be consistent, The values and behaviours the agency expects of its transparent and repeatable. staff are outlined in our Corporate Plan. The Corporate Plan is available on the intranet, and is emphasized Corporate governance requires integrated processes and through regular staff workshops and forums and Corporate practices to manage all significant risks associated with the discussed with individual staff during regular agency’s operations and the achievement of its goals. performance management discussions. It includes: Governance

• assessing and managing business risk from strategic through to operational levels • sets out a structured approach to audit and internal controls • builds risk management into corporate and business-level planning 3 • develops business continuity arrangements.

In February 2012, the agency appointed a consultant to assist in developing an effective tool for the agency to record, monitor and report on key strategic and operational risks. The resultant risk register tool and guidelines developed provide a standardised approach for identification, management and reporting of risks across business divisions. The tool will continued to be rolled out across the business divisions in 2012-13 to align with regular business planning and reporting processes.

Specific risk management activities during 2011-12 included:

• development and implementation of an internal audit plan • re-establishment of the Risk and Audit Committee • development of a risk reporting framework.

RISK AND AUDIT COMMITTEE

The Risk and Audit Committee assists the Chief Executive to meet the agency’s responsibilities under the Financial Management Act and the Treasurer’s Directions. The Committee advises the Chief Executive and the Executive Leadership Team of the agency’s risk, control and compliance framework and its external accountabilities.

During 2011-12, the Risk and Audit Committee was re-formed following the resignation of John Montague as Chair at the November 2011 meeting. During Mr Montague’s 18 months as Chair, the committee:

• introduced a new contemporary charter • developed closer ties with the Auditor-General’s Office

52 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Risk Management

• provided valuable feedback on the agency’s risk management processes and internal and external audits and reviews.

The re-formed committee and its new structure reflects recommendations made by Mr Montague following his resignation as Chair.

The following table details the committee’s new structure, which includes a reduction in membership size and an increase in the proportion of independent members.

Risk and Audit Committee Structure

Position Details

Independent Chair Ken Simpson Commissioner for Public Employment

Independent Member Marcia Hoffmann 3 Executive Director Corporate Services, Department of Education and Training

Member Catherine Weber Deputy Chief Executive, Strategic Policy and Governance, DHLGRS

Member Andrew Kirkman Executive Director, Remote Housing NT, DHLGRS

The Committee met six times during 2011-12 for which a AUDITS AND REVIEWS series of comprehensive reports on the status of previous findings, audits and reviews were developed. The reports During 2011-12, the agency was subject to a number of are regularly updated for consideration by the committee external audits as part of the Auditor-General’s annual at meetings. audit program.

The committee’s Charter sets out its objectives, authority, In accordance with those requirements the agency also membership, roles, reporting and administrative arranged for financial statements to be audited with respect responsibilities. The Charter is approved by the Chief to Australian Government-funded programs. Executive and reviewed annually. The newly formed Outcomes of audits were generally satisfactory. Audit committee reviewed and updated the Charter to include the findings were taken on board by the agency and processes structural changes outlined above and to clarify the roles and procedures were improved in line with audit and responsibilities of the committee moving forward. recommendations.

Several agency internal reviews and assessments aimed at improving program performance and operational systems and processes were also conducted during the period.

The agency is also subject to investigation or enquiries into agency business undertaken by external monitoring bodies such as the NT Ombudsman. A summary of external audits, reviews and reports on or relating to agency business released in 2011-12 are summarised in the table overleaf.

ANNUAL REPORT 2011-12 53 › Risk Management

External Audits - Auditor General

Audit/Review and Purpose Outcome

Agency Compliance Audit 2011-12 • The agency compliance audit found non compliance instances with the Treasurer’s Directions, Procurement Directions, and the Agency’s accounting To review the adequacy of the agency’s and property manual. The agency is addressing all issues identified. internal controls and compliance with the Financial Management Act and other related Acts.

Agency End of Financial Year Review • No significant matters or material control weaknesses in controls were Corporate 2011-12 identified. The audit identified a number of minor matters, including in relation to year-end reconciling processes. To review the adequacy of selected aspects of end-of-financial-year controls Governance over reporting, accounting, and material financial transactions and balances with the primary purpose of providing support to the audit of the Treasurer’s Annual Financial Statement.

Compliance Audit IT Support • The audit considered the TMS controls to be satisfactory and identified opportunities for improvement in change management, user access 3 To review the adequacy of the controls management and data access. of the Tenancy Management System (TMS), focusing on interface controls and reconciliations, user access management and change control.

NT Home Ownership • The Auditor-General issued an unqualified opinion on the audit of the financial statements, raising one minor matter in relation to correspondence received Financial Statement Audit end of financial from the Australian Valuation Office. year 2011-12 To satisfy the Auditor-General that NT Home Ownership has prepared its financial statements for the year ended 30 June 2012 in accordance with Australian Accounting Standards and other mandatory financial reporting requirements.

NT Home Ownership • The audit considered that there are generally satisfactory internal controls in respect of NT Home Ownership’s activities. Interim Financial Statement Audit 2011-12 To satisfy the Auditor-General that Home Ownership has prepared its interim financial statements for 2011-12 in accordance with Australian Accounting Standards and other mandatory financial reporting requirements.

54 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Risk Management

Audits Completed in Accordance with Legislative Arrangements

Program Purpose Outcome

Jabiru Town Development Authority To satisfy the Auditor-General that the The financial statements were Financial Statement Audit 2011-12 Jabiru Town Development Authority prepared in accordance with reporting has prepared its financial statements requirements. for the year ended 30 June 2012 in accordance with Australian Accounting Standards and other mandatory financial reporting requirements.

NT Grants Commission 2011-12 To satisfy the Auditor-General that the The financial statements were NT Grants Commission has prepared prepared in accordance with reporting its financial statements for the year requirements. ended 30 June 2012 in accordance with Australian Accounting Standards and other mandatory financial reporting requirements.

3 Audits of Australian Government Funded Programs

Program Audit Purpose Findings Status

Aboriginal Interpreter To audit the financial • The acquittal was prepared Completed Services (AIS) - general acquittal relating to the year in accordance with funding funding agreement ended 30 June 2011. guidelines.

AIS - National Partnership To audit the financial • The acquittal was prepared Completed Agreement acquittal acquittal relating to the year in accordance with funding ended 30 June 2011. guidelines.

Municipal and Essential To audit the financial • The acquittal was prepared Completed Services to Indigenous Living acquittal relating to the year in accordance with funding Areas (MUNS) ended 30 June 2011. guidelines.

MUNS CDEP Converted Jobs To audit the financial • The acquittal was prepared Completed Funding acquittal relating to the year in accordance with funding ended 30 June 2011. guidelines.

Development Coordinators To audit the financial • The acquittal was prepared Completed acquittal relating to the year in accordance with funding ended 30 June 2011. guidelines.

Local Government Financial To provide an audit opinion • The funding acquittal was Completed Assistance Act to the Commonwealth prepared in accordance Minister by the Auditor- with the Act. General that the funding acquittal statement prepared by the agency for the year ended 30 June 2011 was in accordance with the requirements of the Local Government (Financial Assistance) Act 1995 (Cth).

CDEP: Community Development Employment Projects IEP: Indigenous Employment Program

ANNUAL REPORT 2011-12 55 › Risk Management

Internal Reviews

Output Internal Review Progress/Outcome

Financial, Budget Management and Functional assessment of the The review has been completed with Grants Administration current operations of the Financial, recommendations to improve the Budget Management and Grants effectiveness of how the agency delivers Administration units and identify financial services. The agency is currently opportunities to improve the provision developing an action plan in response to of finance-related services. the report’s recommendations. Corporate Information and Business Systems Functional assessment of the current The review has been completed operations of the Information and with recommendations to improve Business Systems Branch and identify the provision of services across the

opportunities to improve the provision agency. The agency has commenced Governance of information, communication and implementing an action plan technology related services. developed in response to the report’s recommendations.

Financial Sustainability Review of Shires Review of the financial sustainability The Review was conducted by Deloittes of Local Government Shire Councils on behalf of the agency and completed, including consideration on the current and a report was publicly released. funding arrangements and structure of A taskforce has been established to 3 shire councils in meeting future service oversee the implementation of the 32 delivery requirements. recommendations identified in the review and provide advice to the Minister for Local Government on related issues.

Tennant Creek Foundation Review Review the effectiveness of the Following the review, the agency has Foundation's governance model prepared recommendations and a plan and operational performance as the on how to move forward following and is management entity for the Battery Hill currently seeking ministerial approval. Mining Centre, and the Nyinkka Nyunyu Art and Culture Centre in Tennant Creek, and make recommendations for the future sustainability of the Foundation.

Economic Development Committees Review the effectiveness of the The agency is working closely with Review Northern Territory’s Economic the Department of Business and Development Committees (EDCs), and Employment to implement the review’s recommend how advice on regional recommendations. economic development matters from residents of regional Northern Territory can be better delivered to government, particularly in light of strategic policy framework advances since the 2006 inception of the EDCs.

Grants Management Review the transparency and The agency has prepared an action accountability of the administration of plan to implement reforms to the grant the grant program and develop options management process across the agency. to standardise administration of grants across the agency.

Aboriginal Interpreter Service (AIS) Undertake an operational and business The AIS has finished implementing Business Service Model Planning model planning assessment of AIS changes in response to the assessment’s Assessment and develop a business model that recommendations, including developing provides options and recommendations a partnership governance model with for the identification, development key Territory and Australian government and delivery of an additional viable agencies through the establishment of an business service offering. Intergovernmental Reference Committee, which met for the first time in June 2012.

56 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Risk Management

External Reviews

Monitoring body and report Investigation/enquiry Progress/Outcome

Council of Territory Co-operation Report investigates animal welfare The report makes 21 recommendations issues on the treatment of cattle toward improving the Territory’s animal Animal Welfare Governance and horses at the Charles Darwin welfare legislative framework and its Sub-Committee University (CDU) owned cattle station, implementation and enforcement by Final Report October 2011 Mataranka Station. government. Tabled in Legislative Assembly on 26 The agency has made significant progress, October 2011 implementing most non-legislative recommendations through changes to resourcing or procedures within the Animal Welfare Branch. A Bill amending the Animal Welfare Act to implement 10 of the recommendations was introduced into the Legislative Assembly in May 2012.

Council of Territory Co-operation Final report includes information about The report summarises the all Council inquiries and activities recommendations and agency responses Final Report, May 2012 during its period of operation. from its previously published reports. Tabled in Legislative Assembly on 1 May 2012 The report does not make any new recommendations.

Australian National Audit Office (ANAO) Audit assesses the effectiveness The audit report made three of the implementation of the NPA recommendations: Performance audit on the focusing on the administration of the Implementation of the National • articulating the roles and responsibilities program following the August 2009 Partnership Agreement on Remote of the Australian Government SIHIP Review of Program Performance 3 Indigenous Housing (NPA RIH) in the by the Commonwealth Department • enhancing the reporting of progress Northern Territory of Families, Housing, Community against the NPA objectives and Tabled in the Federal Parliament on 10 Services and Indigenous Affairs, which outcomes November 2011 increased the Australian Government’s presence and role in the overall • publishing the cost of the work packages. management of the program. The agency provided an official response agreeing with and supporting the ANAO’s recommendations.

Insurance

In accordance with Treasurer’s Directions, the agency and government business division are required to report on its mitigation strategies and processes in place to reduce the likelihood or severity of their insurable risks.

The Northern Territory Government is generally self insured.

In 2011-12, commercial public liability insurance at a cost of $62 000 was procured for the agency’s housing assets and is limited to property owners’ and occupiers’ liability only.

Insurable Risk Category Mitigation Strategies Workers’ Compensation • Establishment of Work Health & Safety Committees. • An Employee Assistance Program is available to all staff.

Property and Assets • Construction under the agency’s Capital Works Program is governed by Northern Territory Government Construction Contracts, ensuring contractors and service providers have appropriate levels of insurance in place. • A Repairs and Maintenance Program is in place for the agency’s property and asset management. • Works to utility services are signed off by appropriate licensed tradespersons and certificates of compliance are issued where applicable.

Public Liability • Commercial public liability was procured for the agency’s housing assets.

Indemnities • The Financial Management Act and Treasurer’s Directions are applied with respect to indemnities.

ANNUAL REPORT 2011-12 57 Governing Legislation

The agency is responsible for › Legislative Changes During 2011-12 administering 28 pieces of legislation, with 15 Acts and 13 HOUSING ACT pieces of subordinate legislation, on Amendments were made to the Housing Act to establish behalf of the Minister for Public and Public Housing Safety Officers (PHSOs), who have the authority to address and diffuse antisocial behaviour Affordable Housing and the Minister and give directions at public housing premises. The amendments describe the circumstances when PHSOs may

for Local Government. Corporate act and their powers in relation to dealing with anti-social The legislation provides an overarching direction for the behaviour in public housing. This supports the delivery of safe, secure and healthy public housing in urban and

many functions the agency performs and establishes the Governance foundation to a number of its outputs. The agency also has remote communities and sets a framework for effective statutory responsibility for certain statutory authorities management of anti-social behaviour in public housing and bodies, which are listed at Appendix 1 - Statutory properties by tenants and visitors, whether invited or not. Authorities and Bodies Administered. The Housing Regulations were also amended to support The 15 Acts administered by the agency are as follows: the establishment of PHSOs by putting in place, provisions relating to the eligibility of a person to be a PHSO, infringement notice offences and the content of 3 • Animal Welfare Act seizure receipts. • Cemeteries Act • Crown Lands Act (Section 79) LOCAL GOVERNMENT ACT • Darwin Rates Act • Housing Act Amendments were made to the Local Government Act (the Act) and Local Government (Electoral) Regulations (the • Jabiru Town Development Act Regulations) as part of aligning the Northern Territory’s • Local Government Act (except Chapter 8) electoral legislation (which also includes the Electoral Act) with contemporary electoral practices adopted in • Local Government Grants Commission Act other jurisdictions. The amendments to the Act and the • Local Government (Katherine Rates) Act Regulations included: • Nudity Act • reducing the informality of votes at Legislative Assembly • Places of Public Entertainment Act and local government elections • Pounds Act • the removal of the $100 candidate nomination deposit for • Status of Darwin Act local government elections • Status of Palmerston Act • removal of the ability for an elected member of the council to • Swimming Pool Safety Act. simultaneously be an employee of the same council • authorisation of how-to-vote material to ensure clarity • voting by electronic means to certain classes of voters • the Electoral Commissioner as the sole provider for all local government elections.

Additional amendments were made to the Regulations changing the vote counting system for local government elections from an Exhaustive Preferential system to a Single Transferable Vote Proportional Representation system (STVPR).

Amendments were also made to the Local Government (Accounting) Regulations to streamline the tender process for municipal and shire councils by cutting red tape and allowing local government councils in the Territory to take full advantage of collective tenders to achieve greater efficiency and savings for their communities.

58 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Corporate Communications Corporate Communications

The agency maintains a consistent Remote housing: Continued to develop the suite of communication materials to marketing approach that aligns with the support regional staff and tenants with property and tenancy directions set by the Northern Territory management materials, including audio books, storyboards, Government. Quality control checks talking posters and press advertisements. Materials are produced in 15 Indigenous languages where appropriate. are undertaken on all publications and communication materials, including the Public housing garden competition: Managed the 2011-12 competition which encourages public agency’s internet site. housing tenants to take pride in planting and maintaining their gardens including advertising, media and presentation events. › 2011-12 Achievements Senior public housing tenants Christmas cakes: Managed the 2011-12 event including the distribution of Lions Media management Club Christmas cakes, production of cards and media event Managed proactive and reactive media, responding to 182 with tenants. media enquiries and issuing seven media statements to Public Housing Safety Strategy: local, national and international media in relation to the Developed a suite of communication materials to support agency’s activities. The agency also provided interviews internal and external stakeholders including tenants, and 3 for media with agency staff and provided media training to neighbours of public housing 14 agency spokes people. Futures Forums: Proactive media: Provided event and marketing support for Future Forums held in • produced four features for Territory newspapers about Yirrkala, Ramingining and Milingimbi. the housing works and other initiatives in Wadeye, Maningrida, Borroloola and Galiwin’ku Business and Economic Profiles: • produced an affordable housing options for low to middle Designed and published community business and economic income earners feature in the NT News real estate section profiles for Remote Service Delivery (RSD) sites. • produced monthly eNewsletters for Remote Housing NT Local Implementation Plans (LIPs): • Held a media event to present trophies and showcase the Designed the remaining six Local Implementation Plans for winners of the public housing garden competition in Wadeye Territory Growth Towns (non-RSD sites). • supported a number of sponsorship opportunities Indigenous Economic Development Forum: relevant to the agency’s responsibilities including the Provided event and marketing support for the fifth IED Forum Master Builders Awards, HIA Awards and the Engineering and Expo in Darwin. Excellence Awards. Local Government: Show Circuit: Supported local government preparations for the 2012 elections Designed and managed the displays for Housing the by producing communication materials to support community Territory and Working Future at the shows in each region. engagement and awareness.

Territory 2030: Aboriginal Interpreter Service: Coordinated whole of government communication activities Continued to raise the profile of the Aboriginal Interpreter for Housing the Territory and Working Future and supported Service through the development of promotional products, communication activities for other policy areas as required. marketing materials and proactive media management.

Housing Conference: Water Safety: Hosted the Balanced Housing Market Conference. Supported annual water safety initiatives by managing campaigns including ‘Don’t Play in Pipes and Drains’ campaign, Johnston and Bellamack affordable housing ballots: Swimming Pool Safety, Water Safety Awareness Program and Supported the Johnston and Bellamack ballots by managing Water Safety Week. communication activities, including media events, to Animal Welfare: promote Johnston and Bellamack to potential buyers. Supported annual animal welfare initiatives by managing HOMESTART NT campaign: campaigns for Animal Welfare Branch and assisted in raising the Ongoing communications campaign to inform the public profile of the Animal Welfare Inspectors with the introduction of about HOMESTART NT. new uniforms.

ANNUAL REPORT 2011-12 59 FEATURE STORY Perpetua also created a patch out the back with vegies and fruit trees. “We’ve got sweet potato, paw paw, banana and cassava – we put that one straight into the fire,” she said of the potato- like vegetable.

Perpetua tends her garden every day after working at Wadeye’s Centrelink office, and credits her love of gardening to her father. “My dad used to garden a lot and I learnt from him,” she said. “I feel proud of my garden, and when family and neighbours come and see it they say they want one like mine. That makes me feel good.”

Bernard and Sabina Dumoo

Bernard and Sabina Dumoo’s garden in Perdjert Street was voted runner-up in the ‘Best Recently Established Garden’ category. The first thing you notice is the colourful plants along the fence line and a manicured, iridescent green lawn, which impressed the judges. Sabina explained that the lawn is Bernard’s responsibility, and she looks after the rest, including some very healthy fruit trees that can’t Wadeye: The Territory’s produce enough to keep up with demand. We have big paw paws, and banana as well,” she said. “I used green-thumb capital to have arrowroot but everyone came and took it!” Sabina is passionate about her garden, picking up rubbish regularly and planting for the future. “I’m going to try to plant more fruit, for my For 14 years, green-thumbed public housing tenants in the daughter, Melissa,” she said. “I want to plant mangoes; lots of kids Territory’s main centres have been recognised and rewarded for will come for that one!” their beautiful gardens in Territory Housing’s annual public housing garden competition. Sabina often changes her garden around, with plants from the nursery and cuttings given to her. Judges commented that the In 2011, the competition boundaries were expanded to include original fencing is a credit to the couple’s good maintenance of the remote communities across the Territory, including Wadeye. property, and that the garden was well planted, with small trees next to the house and bigger ones further away. Formerly known as Port Keats, Wadeye is situated 420 kilometres south-west of Darwin with a population of around 3000 people. Theodora Narndu

Over the past two years, more than 105 new houses were built A calming spot to relax outside with a cup of tea is the in two new subdivisions and another 115 houses were rebuilt or centrepiece of Theodora Narndu’s place in Yelumgum Street, refurbished in the community under the National Partnership which was awarded third prize in the ‘Best Recently Established Agreement for Remote Indigenous Housing. The joint housing Garden’ category. The verandah is framed by heliconias, crotons program between the Australian and Northern Territory and brilliant red hibiscus, with colourful hanging baskets at either governments has helped improve the lives of more than 200 families end. There’s a nice lawn with colourful flowers, native plants and and given residents a fresh focus. shade trees around the edge.

The 27 entries received in the township’s inaugural garden “It makes my day; my whole day,” said Theodora of her garden. “I competition was staggering. Judges were particularly impressed sit on my verandah every morning and have a cup of tea with my by the innovation displayed by many residents, who made use of daughters and my grandkids all around.” whatever they could find to create their masterpieces. Theodora loves her garden and gets great pleasure from wandering Perpetua Jamarin around it. “Because of the birds and the trees and sea breeze coming this way, I just love it… it gives me a good feeling,” she said. Perpetua Jamarin won first prize for ‘Best Recently Established Garden’ at her new house in Marrimi Court. Perpetua and her Winning the award was a big surprise for Theodora. “When I won husband Harold created the garden from scratch with the help of the prize it really just touched my heart and I said wow, I didn’t their two sons. “When we first moved here in August last year there expect it,” she said. was nothing... just dirt,” said Perpetua. “I got my boys to dig the holes and then we planted the grass.” And it’s enjoyed by the whole neighbourhood. “Neighbours come and my family come and sit down and have a chat with me in my The lush front lawn is bordered by tropical plants with colourful garden,” she said. “They say it’s the garden that makes the spirit foliage and edged with smart white cylinder-shaped blocks that they of the people.” salvaged from building sites and painted. Hanging baskets with cheerful flowers dangle from window awnings, palms and colourful shrubs are dotted around the yard and shade trees planted around the perimeter will provide great shelter later on. Judges commented that the garden was designed and cared for to look good.

60 › Community Consultation Community Consultation

The agency engages with a wide NATIONAL RENTAL AFFORDABILITY SCHEME (NRAS) range of stakeholders to effectively In March 2012, the agency hosted an industry workshop deliver its services to the Territory on the National Rental Affordability Scheme (NRAS). The workshop brought together government, industry and community. the Territory’s four approved NRAS participants: Ethan Affordable Housing, Venture Housing Company, Land To continually improve service delivery, the agency Development Corporation and Charles Darwin University. acknowledges the importance of stakeholder engagement The workshop was attended by about 50 delegates, who in our core business. The agency achieves this through: comprised of an equal mix of industry, non-government organisations and government agencies. • establishing and maintaining effective partnerships with key stakeholders and representative groups HOUSING REFERENCE GROUPS (HRGs) • structured and coordinated consultation with communities on agency and broad government initiatives Housing Reference Groups (HRGs) have been established in each community to ensure people have input into • conducting regular information and consultaton forums decisions about housing in their community. HRGs provide • encouraging the establishment of local relationships by advice on cultural and family-related matters that affect supporting regional agency capacity decisions about housing in the community, including: • developing and implementing a customer charter and • local community concerns and aspirations relating to housing structured communication plans. • job and training opportunities generated through housing construction and maintenance › Territory Housing Services • long-term planning and housing needs.

TENANCY SUPPORT PROGRAMS HRGs consist of community representatives and include people from special interest groups, such as youth or In 2011-12, four service provider forums were held with aged-care workers, and people from different cultural and Territory Housing staff and non-government service family representative groups. providers delivering the Tenancy Sustainability (TSP) and A Place to Call Home (APTCH) programs. The forums were an The agency will work with the HRGs to provide opportunity for the service providers and Housing staff to recommendations to ensure that housing decisions are work together to streamline the approach to both TSP and fair and that housing is provided to those families in the APTCH. Processes and forms were developed from these community that are most in need. sessions and are now used to deliver the program. Service providers were also able to network and share best PUBLIC HOUSING SAFETY STRATEGY practice in the delivery of their programs at the forums. The cornerstone of the Public Housing Safety Strategy is NATIONAL REGULATORY SYSTEM (NRS) FOR the employment and training of specialist Public Housing COMMUNITY HOUSING PROVIDERS CONSULTATIONS Safety Officers. To support their work a Three Strike Policy has been introduced. The proposed NRS seeks to introduce nationally consistent regulatory arrangements to promote the In the lead up to these important operational and policy growth of the community housing sector nationally. Public changes, consultation was undertaken with: consultations on the Regulation Impact Statement and NT Police; Central Australian Legal Aid Service; North the design elements of the proposed NRS were held in Australian Legal Aid Service; NT Legal Aid; Department Alice Springs and Darwin in December 2012. The Alice of Children and Families; Office of the Commissioner for Springs consultation was attended by nine current or Public Employment; Department of Justice; Department of potential community housing providers and the Darwin Lands and Planning; Australian Government Department consultations were attended by 19 representatives from of Families, Housing, Community Services and Indigenous peak bodies and community housing providers. Affairs; Alice Springs Transformation Plan; Department of the Chief Minister; NT Ombudsman; Community and Public Sector Union; Central Australian Affordable Housing Company; Tangentyere Council; Central Australian Aboriginal Congress; Central Land Council; Aboriginal Hostels Limited.

ANNUAL REPORT 2011-12 61 › Community Consultation

NT HOME OWNERSHIP • A review of elected member allowances was completed. A review of the local government vote counting system Conducted public information sessions on home was conducted. As a result of the review, the Single ownership initiatives throughout the Territory, and a Transferable Vote Proportional Representation system seminar in conjunction with NT Shelter, Yilli Rreung and was introduced. This system was supported by the Indigenous Business Australia. majority of local governments during consultation as the most suitable vote-counting system for the Territory and › Local Government, Regional and in particular, for multi-member electorates. • Further local government consultative reviews were

Community Services Corporate conducted in 2010-11 around the following matters:

LOCAL GOVERNMENT requirement for a $100 nomination deposit for local

government candidates Governance • Agency staff have attended most ordinary council meetings and most Local Board meetings to provide support and provisions in the Local Government Act related to information to councils. New Regional Management Plans council members simultaneously being council have been developed for the Central Australia, Big Rivers employees and Northern Regions through a consultative process procurement provisions in the Local Government between the agency and shire councils. (Accounting) Regulations 3 • The agency worked with shire and municipal councils to provide support and information for the 2012 local REGIONAL DEVELOPMENT government general elections. The agency also consulted with the Northern Territory Electoral Commission in the • The agency determined the need for a review of the Territory’s lead up to the local government elections in March 2012 nine Economic Development Committees, and commissioned to ensure a coordinated approach in providing electoral Price WaterHouse Coopers to deliver a comprehensive report. awareness information. • Responded to the findings of the review into the Economic • In partnership with the NT Local Government Association Development Committees by developing an integrated (LGANT), the agency provided councilor induction whole-of-government strategy for regional development to activities for newly elected members. This was followed be rolled out in the 2012-13 financial year. by consultation with elected members to provide ongoing • Delivered Futures Forums in the communities of Yirrkala, support and information. Ramingining and Milingimbi, giving community members • Three Regional Shires Forums were conducted during access to information about programs and services relating 2011-12. These provided a valuable consultative tool to employment and business development opportunities. between the agency and shire councils. • Supported ministerial attendance at the second and third • The Palumpa Causeway Working Party established Northern Australia Ministerial Forums. by the agency met with community representatives • Negotiated and developed a new Memorandum of approximately every six weeks during 2011-12 to progress Understanding between the Australian and Northern Territory construction of the upgraded causeway. Representatives governments, including, for the first time, Northern Territory from the Mutchirr Corporation, traditional owners, Government representation on the Regional Development Victoria Daly Shire Council, Australian Government and Australia Northern Territory committee. agency staff also participated. • The agency met approximately every two months with Bagot Community Incorporated and community members regarding the implementation of the Northern Territory Government’s election commitment to upgrade services and infrastructure in Bagot to a similar standard as any other suburb in Darwin. • The agency provided support to the City of Darwin, Coomalie Community Government Council, Belyuen Community Government Council, Wagait Shire Council and Litchfield Council to complete the initial investigations of local government boundary expansion into unincorporated areas.

62 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Community Consultation

INDIGENOUS ECONOMIC DEVELOPMENT development, national accreditation, assignments, fees and payments. • Supported the 2011 Garma Festival with the chairs of the • The Interpreting and Translating Service NT (ITSNT) Northern Territory Indigenous Economic Development continued ongoing consultations with migrant and refugee Taskforce and the Northern Territory Indigenous Business communities, government and non-government service Network participating in the economic development providers, interpreters and translators to address emerging conference stream. language needs, migrant and refugee concerns, recruiting • Hosted the fifth Indigenous Economic Development Forum and training and the skills shortage in the interpreting and in Darwin in October 2011. translating profession. These included:

• In March 2012, sponsored both the Indigenous Forces at Refugee Support Network (Melaleuca Refugee Centre) Work Conference held in Alice Springs and the Pacific Asia Indigenous Tourism Conference held in Darwin. In addition, Multicultural Advisory Forum (Centrelink - Department the IED unit participated on the Steering Committee for the of Human Services) 2011 Youth Business Awards that were open to Northern Multicultural Aged Care Network (Carers NT and Territory middle and secondary schools. Partners in Culturally Appropriate Care - PICAC). • In June 2012, a Business in the Bush luncheon was held in Darwin to promote opportunities for businesses to partner WATER SAFETY AND ANIMAL WELFARE and work in remote communities. 3 • Conducted presentations to real estate agencies Ray White • In June 2012, supported the Australian Bureau of and Raine & Horne on the Swimming Pool Safety Act and Agriculture Resource Economics and Sciences Regional our processes in relation to new and existing pools for pool Outlook Conference with the engagement of the Northern fencing and safety barrier requirements. Territory Indigenous Economic Development Taskforce Chair in the future business opportunities panel. • The Animal Welfare Advisory Committee (AWAC) meets every three months. The AWAC advises the minister on all aspects • Supported the Northern Territory Indigenous Business of animal welfare in the Northern Territory. The Director of Network by attending meetings and providing secretariat the Animal Welfare Branch (AWB) is the NT Government support to develop the network and its membership. representative on the committee and the Manager of the • Supported the 2011 Enterprise Grants program delivered Education unit is the secretariat role on the committee. across Northern Territory primary and middle schools. • The Northern Territory Water Safety Advisory Council • Provided secretariat support and hosted three Indigenous (NTWSAC) meets every three months. The NTWSAC advises Economic Development Field Officers Network meetings in the minister on all aspects of water safety in the Northern Darwin and Alice Springs. Territory. The Director of the Water Safety Branch is the NT Government representative on the council and the Manager • Participated in the Remote Training Employment and of the Education unit is the secretariat role on the council. Economic Development Working Group and on the nine Economic Development Teams to implement the economic schedules in the Local Implementation Plans. › Indigenous Policy and Remote • Participated in the North Australian Indigenous Experts Service Delivery Forum on Sustainable Economic Development. LOCAL REFERENCE GROUPS • Participated in the Northern Australia Beef Industry Indigenous Forum. Local Reference Groups (LRGs) have been established in the major remote communities, as the main forum for • Facilitated the delivery of Indigenous Business Australia’s each town to consult and negotiate with government on Into Business Workshops in Wurrumiyanga the Local Implementation Plans. The members of LRGs are community people, who meet regularly to set out the INTERPRETING AND TRANSLATING SERVICES community priorities and monitor whether actions in the LIPs are being delivered. • The Aboriginal Interpreter Service (AIS) consulted with government and non-government organisations through presentations and user training to promote the benefits, understanding and use of Aboriginal interpreters. • Various meetings and workshops were held with interpreters and translators to discuss professional issues such as the practitioners’ code of ethics, professional

63 External Boards and Committees

› National Bodies • Remote Operations Centre Managers Network • Report on Government Services (ROGS) Housing and • Animal Ethics Committee - State Regulators Homelessness Working Group. Working Group • Risk Assessment, Measurement and Mitigation • Animal Welfare Code Liaison Group Sub-committee (of the National Emergency and • Animal Welfare Council Disaster Committee) • Australia and New Zealand Companion Animal • Select Committee on Housing and Homelessness Working Group • Standing Committee on Aboriginal and Torres Strait • Australian Standards Committee (as 1926 Swimming Islander Affairs Pool Safety) • Urban and Regional Service Delivery Strategy • Board of the National Accreditation Authority for Subcommittee Translators and Interpreters • Working Group on Indigenous Reform • Child Protection Income Management Working Group • Coordinator-General’s Network › NorthernTerritory Bodies • Council of Australian Governments - Working Group on Indigenous Reform • Alcohol Reference Group • Criminal Court User Group (Magistrates Court) • Alcohol Reform Working Group • Homelessness and Housing Policy Research • Alice Springs Accommodation Action Group Committee Working Group • Alice Springs Counter Disaster Committee • Housing and Homelessness Advisory Group • Alice Springs Counter Disaster Welfare Committee • Housing and Homelessness Information • Alice Springs Economic Development Committee Management Group • Alice Springs Interagency Tasking Coordination • Housing Supply and Affordability Reform Working Party Group (ITCG) • Housing Ministers’ Advisory Committee • Alice Springs Project Control Group (SIHIP) • Indigenous Reform Coordination Sub-Group • Alice Springs Regional Coordination Committee • Joint Community and Disability Services Ministers’ • Alice Springs Transformation Plan - Joint Steering Advisory Council and Housing Ministers’ Committee Advisory Committee • Animal Welfare Advisory Committee • Joint Working Group on Indigenous Settlements • Anmatjere Economic Development Committee • Local Government and Planning Joint Officers’ Group • Big Rivers Regional Coordination Committee • Ministerial Council Aboriginal and Torres Strait • Borroloola Interagency Meeting Islander Affairs • Borroloola Steering Committee • National Affordability Housing Agreement Review Working Group • Borroloola Women’s Council • National Indigenous Reform Agreement Working Group • Building a Better Future for Young Territorians • National Indigenous Reform Agreement Performance • Child Protection Directors Network Information Management Group • Closing the Gap Coordination Group • National Local Government Finance Managers’ Forum • Community Helping and Information Network • National Address Management Framework • Community Information Referral Mechanism • National Water Safety Advisory Council Steering Committee • Not for Profit Housing Sector Development Sub Group • Community Safety Working Group • Overarching Bilateral Implementation Plan • Counter Disaster Welfare Group (Darwin) Governance Committee • Daly River Management Advisory Committee • Overcoming Indigenous Disadvantage Working Group • Domestic Violence Network • Refugee Support Network • Early Childhood Steering Committee • Regional Development Australia (RDA) Northern Territory • East Arnhem Counter Disaster Committee

64 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES • East Arnhem Economic Development Committee • North Australian Aboriginal Justice Agency Board • East Arnhem Regional Coordination Committee • Northern Territory Council of Social Services Network • East Arnhem Regional Harmony Group • Northern Territory Criminal Court Users’ Group • Economic Development Teams • Northern Territory Grants Commission • Electoral Planning Committee • Northern Territory Indigenous Economic Development • Every Child Every Day Working Group Taskforce • Garma Steering Committee • Northern Territory Regional Advisory Committee for the National Accreditation Authority of Translators • Government Employee Housing Interdepartmental and Interpreters Reference Group • Northern Territory Settlement Planning Committee • Groote Eylandt Regional Partnership Committee (NT Housing Sub-Committee) • Growth Town Economic Development Team Wadeye • Northern Territory Water Safety Advisory Council • Growth Towns Infrastructure Delivery Committee • NT Government Chief Information Committee • Gulf Economic Development Committee • NT Government Chief Information Officers’ Forum • Healing Pathways Steering Committee • Ord River Stage II Interdepartmental Committee • Healthy Homes Steering Group • Palumpa Inter Agency Forum • Homelessness Implementation Plan Monitoring Reference Group • Patrol Network Group • Homelessness Summit Working Group • Pay Equity Taskforce • Housing and Homelessness Advisory Group • Police Steering Committee • Housing Payments Deductions Scheme Working Party • Pools in Remote Areas Steering Group • Indigenous Affairs Advisory Council (IAAC) • Population Intelligence Network (previously known as the Population Intelligence Working Group) • Indigenous Consultative Council - Department of Justice • Public Safety Senior Officers Group • Indigenous Knowledge Symposium Committee • Regional Development NT • Industry Reference Group • Remote Training Employment and Economic • Integrated Family Services Working Group Development Working Group • Interagency Case Management • Remote Service Delivery Board of Management • Interagency Collaboration Panel • Remote Service Delivery Governance and Leadership • Interagency Tasking and Coordination Group Working Group • Jabiru Town Development Authority • Rio Tinto Alcan Task Force • Katherine Accommodation Action Group • School Attendance Working Group • Katherine Economic Development Committee • Social Responsibility Sub-Committee of Chief • Katherine Interagency Tasking and Coordination Group Executives • Katherine Regional Coordination Committee • Statistical Liaison Committee • Katherine Regional Counter Disaster Planning Committee • Strategic Indigenous Housing and Infrastructure • Katherine Youth Interagency Tasking and Coordination Group Program - Joint Steering Committee • Local Government Accounting Advisory Committee • Strategic Indigenous Housing and Infrastructure Program - Strategic Alliance Leadership Committee • Local Government (Administration and Legislation) Advisory Committee • Tennant Creek Advisory Board • McArthur River Mining Community Benefit Trust • Tennant Creek Economic Development Committee • Mission Australia service provider • Tennant Creek Foundation • Multicultural Advisory Forum • Tiwi Islands Economic Development Committee • Nhulunbuy Cemetery Committee • Victoria River Economic Development Committee • Nhulunbuy Town Board • Wadeye Inter Agency Forum • Nitmiluk (Katherine Gorge) National Park Board • West MacDonnell Economic Development Committee

ANNUAL REPORT 2011-12 65 Environmental Management

The agency is mindful of its of the fleet, met the minimum greenhouse rating of 5.5. This is an improvement over the 52 per cent reported for environmental responsibility and the 2010-11 period.

strives to meet obligations under Vehicles are routinely selected to balance operational whole-of-government initiatives requirements with environmental and economic considerations. In regional areas, 4WD vehicles still by encouraging and promoting comprise quite a large proportion of the fleet, and are necessary to ensure access and delivery of services energy smart practices. to many remote locations. Although these vehicles do Corporate not always meet the minimum greenhouse ratings, selections are made on the basis of available options Agency offices across the Territory use a number of and following a comparison of vehicle efficiencies. Governance environmental energy-saving strategies, including: Diesel powered vehicles are used wherever possible.

• office amalgamations wherever possible to achieve higher CLIMATE CHANGE occupancy ratios in agency office accommodation and more efficient use of lighting and air-conditioning The Northern Territory Government has committed to • the trial of an office ‘hot desking’ concept in the become carbon neutral by 2018 under the Northern Katherine office where the agency has a high proportion Territory Climate Change Policy. Under this target, 3 of staff who spend 60 per cent or more of their time out whole-of-government systems to account for greenhouse of the office on field work gas emissions according to recognised international greenhouse accounting standards will be progressively • seeking cooperation from lessors of office rolled out over the next eight years. accommodation to implement environment-friendly improvements and management practices, for example, The agency has initiated a number of strategies to reduce re-tinting windows and improving after-hours lighting its carbon emissions, including: systems to reduce power consumption • more rigorous examination of office accommodation • introducing double-sided printing as a default across the proposals to ensure that office space is used as majority of printers and photocopiers to reduce paper efficiently as possible, and the energy impacts of office consumption refits are minimised • recycling printer toner cartridges • Use of diesel vehicles in remote and regional areas • recycling bins provided for office waste where appropriate • recycling mobile phones • Encouraging the use of video conferencing facilities as an alternative to intra and interstate travel. • timed after-hours lighting and air-conditioning • encouraging electronic distribution of documents to minimise the use of paper • activating ‘energy save’ options on copiers and printers after hours.

VEHICLES

The agency is working towards targets to reduce greenhouse gas emissions set in the Northern Territory Greening the Fleet Strategy (20 per cent by 2014, and 50 per cent by 2020) for the passenger and light commercial fleet.

For 2011-12, the average CO2 produced per vehicle (gm/ km) for the agency fleet was reduced by 18.8 per cent against a targeted reduction of 16 per cent.

At 30 June 2012, the agency had a pool of 179 vehicles of which 162 were four-cylinder vehicles, including 11 hybrids. One hundred and ten vehicles, or 81 per cent

66 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES 3

ANNUAL REPORT 2011-12 67 11,866 housing assets across the NT $50m of developments transferred to Venture Housing 29% Indigenous employment in SIHIP; far exceeding 20% target

Translating Strategy 4into Action The agency’s structure and strategic goals support us to deliver on our obligations under a number of Territory Government policy frameworks and strategies.

In addition to our own strategic goals and policies, the agency also makes significant contributions to a number of partnerships between the Northern Territory and Australian governments.

68 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Strategic Goal 1 IMPROVE ACCESS TO SAFE, SECURE, APPROPRIATE AND AFFORDABLE HOUSING

› Three-year priority

• Deliver safe, secure and healthy public housing to low- income households for the duration of their need

• Improve access to public housing assistance and support in Indigenous communities and town camps

• Build the capacity of the non-government sector to provide housing assistance to clients with special needs

• Contribute to the delivery of affordable rental and home ownership strategies

• Provide opportunities for increasing home ownership for low to middle-income earners in the Territory

• Maximise core government services through housing availability.

› We measure our success by:

• more new and refurbished homes in both urban and remote centres

• a reduction in property damage, antisocial behaviour and rental arrears

• a decline in the level of homelessness

• less prevalence of overcrowding in remote homes

• an increase in social housing provided by the community sector

• more homes are purchased through HOMESTART NT

• more government employees are accommodated in our regions and remote communities.

ANNUAL REPORT 2011-12 69 FEATURE STORY

› New Public and Social Housing

The Territory Government is expanding the number of public housing dwellings available for Territorians and changing the way public housing is delivered to better meet client needs.

Bellamack Seniors’ Village: In September 2011, Bellamack Seniors Village was completed, providing 40 one and two-bedroom dwellings for seniors. The Australian Government contributed funding of $4.1 million and the Territory Government contributed $7.5 million towards the construction.

Larapinta Seniors’ Village: 18 public housing units were More Seniors’ Housing handed over to the agency in June 2012. In Alice Springs and Darwin new short-term and transitional accommodation came online providing vital housing to people in need. With an ageing population, a key focus of the agency is providing more Translating housing options for senior Territorians. Seniors are one of the biggest groups of tenants in Territory Housing and our seniors’ villages are very popular. Senior tenants are able to enjoy the new facilities, low › Urban Public Housing Stock by Strategy maintenance gardens and living among other seniors. Region at 30 June 2012

Bellamack Seniors’ Village Number of Bedrooms The Bellamack Seniors’ Village was officially opened in Palmerston REGION 1 2 3 4 Total in December 2011 and consists of 40 one and two-bedroom units Alice Springs 226 230 359 34 849 specifically designed to meet the needs of senior tenants. Casuarina 125 205 741 71 1142 4 Darwin 420 453 256 28 1157 Larapinta Seniors’ Village Katherine 130 147 166 13 456 The Territory Government invested $5.4 million in this new village in Nhulunbuy 11 12 10 1 34 Alice Springs, which includes 12 two-bedroom and six one-bedroom Palmerston 348 424 489 38 1299 units, all designed specifically to meet the needs of seniors. The Village Tennant Creek 31 21 70 6 128 was completed at the end of April 2012, and handed over to the agency TOTAL 1291 1492 2091 191 5065 in June 2012.

› Industry Housing 1 at 30 June 2012

Number of Bedrooms REGION 1 2 3 4 Total Alice Springs 48 76 34 16 174 Casuarina 4 33 58 14 109 Darwin 5 30 7 11 53 Katherine 2 28 22 5 57 Nhulunbuy 1 4 8 4 17 Palmerston 2 15 7 41 5 68 Tennant Creek 5 20 19 2 46

TOTAL 80 198 189 57 524

1. Territory Government dwellings managed by non-government and commercial organisations 2. Business industry housing dwellings in Palmerston Region are all allocated in Jabiru.

70 FEATURE STORY

› Remote Public Housing Management Framework

Throughout 2011-12, the Remote Housing Management Framework continued to be implemented ensuring standardised practices and policies for delivery and management of dwellings in remote Indigenous communities and community living areas.The Remote Public Housing Management Framework (RPHMF) is aligned to the extent practical with urban public housing to ensure a consistent approach across all public housing in the Northern Territory. The framework includes:

• operational policy on eligibility, priority access and wait listing • tenancy agreements Public Housing Safety • tenancy rules Officers • remote rent framework • Housing Reference Groups • Tenancy Management System (IT business system) The Territory Government introduced Public Housing Safety Officers (PHSOs) to reduce incidents of antisocial behaviour in and around Remote public houses that are subject to tenancy agreements public housing. are regulated by the Residential Tenancies Act (RTA). Tenants are signed up to tenancy agreements under the RTA as they This is the first initiative of its kind in Australia and is a key part of the transition into new, rebuilt, refurbished or repaired housing. government’s Public Housing Safety Strategy.

Key areas of the framework are: PHSOs provide a service that supports the work of Territory Housing. The Officers work proactively with tenants, neighbours and visitors to 4 • property management, including repairs and maintenance resolve and reduce antisocial behaviour. They also act on complaints of • tenancy management, including tenancy agreements, wait antisocial behaviour occurring in and around public housing. lists and income-based rent PHSOs also work closely with other government agencies and • tenancy support, helping families to sustain their tenancy community service providers to ensure a coordinated approach to Remote public housing, excluding homelands/outstations tackling antisocial behaviour and provide a safer environment. managed by shires or outstation resource centres, The PHSOs commenced training in April 2012 and commenced currently numbers approximately 4 900 dwellings. operations in the first week of June 2012. Fifteen PHSOs were recruited Rent collected for 2011-12 was $11.55 million. for Darwin and six for Alice Springs. They provide around the clock coverage in Darwin and after hours coverage in Alice Springs, ensuring a TENANCY SUPPORT Territory Housing operational presence seven days a week. At 30 June 2012, 2806 tenancy agreements were signed and each household provided with Intensive Tenancy Support.

Tenancy Support aims to provide tenants with the knowledge and skills to maintain successful tenancies in a healthy and safe housing environment. Two levels of tenancy support are currently provided:

• Basic tenancy support is provided by Community Housing Officers and Housing Officers employed under Service Level Agreements or with a direct management model. • Intensive Tenancy Support, which includes some life skills but not case management, is delivered by Housing Officers.

71 › Strategic Goal 1

The Intensive Tenancy Support Program is delivered over Home Ownership Schemes three phases and covers six topic areas: The Territory Government funds a number of home owner 1. understanding the tenancy agreement assistance schemes that are available to Territorians. 2. transitional arrangements The largest of these is HOMESTART NT, a home loan 3. managing money and resources assistance product that assists low to middle-income 4. managing visitors and crowding Territorians to purchase their own home. The scheme allows low to middle-income Territorians to access about 5. household orientation and functionality 40 per cent of the property market, with weekly payments 6. maintaining a safe, healthy and hygienic household. set at an affordable 30 per cent of household income.

All tenants have access to ‘basic tenancy support’, which HOMESTART NT loans feature: is provided through the employment of Community Housing Officers. The Officers provide ongoing assistance • competitive variable interest rates with forms, reporting repairs and maintenance and • low deposit address tenancy queries. • no monthly service fees • low application fees. Intensive tenancy support is provided to tenants entering into tenancy agreements. From 1 July 2004 to 30 June 2012, 1586 households were assisted in purchasing their own home, with over Translating The agency employs approximately 50 tenancy officers $364 million in loans and shared equity purchases funded. across the Northern Territory. In addition, service providers are funded to employ 76 Community Housing In 2011-12, 166 households were assisted, with almost Strategy Officers under Service Level Agreements. $54 million in loans and shared equity purchases funded.

REMOTE HOUSING SERVICE LEVEL AGREEMENTS › Affordable Rental Housing Company The agency introduced Service Level Agreements with shires and service providers to replace the previous grant Venture Housing was established in February 2012 to funding arrangements with shire councils that ended on offer rental properties to Territorians on low to middle 4 30 June 2010. incomes at 20 per cent below market rates.

A minimum of 40 per cent of the labour employed in the The not-for-profit company was established by Housing delivery of property management works, whether directly Choices Australia and the Unity Housing Company. employed by the service provider or indirectly employed Both companies have extensive affordable housing through approved subcontractors, is to be carried out by development experience and property portfolios in Indigenous employees. Victoria and South Australia. The Territory Government supported the new company with operational funding, Service providers are funded to employ 76 Indigenous land, the transfer of 35 units and office accommodation. Community Housing Officers, of which 50 per cent are required to be Indigenous employees. Venture Housing operates independently of government and works closely with local developers, builders and The target for Indigenous employees reported under non-government organisations to deliver new and Service Level Agreements recorded to date show the innovative affordable housing for Territorians. targets have been exceeded: At year end, the first 35 units to be owned and managed Indigenous Indigenous by Venture Housing were under construction in Parap Employment Employment (Village@Parap). A further 10 public housing units in Service Target Actual Parap will be rented to senior Territorians. Property management 40% 62% Tenancy management 50% 80% Venture Housing has already secured 256 rental properties to offer at reduced rent through the National Rental Affordability Scheme (NRAS), and is planning to develop up to 21 dwellings in Driver.

As Venture Housing becomes established it will develop its own housing projects, further contributing to local employment and creating more affordable housing for Territorians.

72 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Australian Government Agreements and Partnerships

The agency also makes significant contributions to agreements and national partnerships between the Northern Territory and Australian governments.

The table below shows how key Australian government agreements contribute to the agency’s Strategic Goal 1.

Strategic Goal 1: • National Affordable Housing Agreement Improve access to safe, secure, appropriate and affordable • National Partnership Agreement on (NPA) Social Housing housing • NPA Homelessness • NPA Remote Indigenous Housing

NATIONAL AFFORDABLE HOUSING NATIONAL PARTNERSHIP AGREEMENT AGREEMENT ON HOMELESSNESS

The National Affordable Housing Agreement (NAHA) aims As the lead for the National Partnership Agreement on to ensure that all Australians have access to affordable, Homelessness (NPAH), the agency plays a key role in the safe and sustainable housing that contributes to social governance, execution, coordination and reporting of the and economic participation. Northern Territory’s Implementation Plan.

The NAHA is an agreement by the Council of Australian The NPAH Implementation Plan comprises a package of 4 Governments that commenced on 1 January 2009, measures delivered by the agency, the Department of initiating a whole-of-government approach to tackling the Children and Families, the Department of Health and the problem of housing affordability. Department of Justice.

The NAHA is complemented by three significant National The agency leads negotiations with the Australian Partnership Agreements that commit governments to Government for initiatives under the NPAH and pursue reforms in social housing, homelessness and participates in a number of inter-jurisdictional working Indigenous housing: groups dealing directly with homelessness.

• Social Housing NPA (ceased 30 June 2010) In 2011-12, more than 27 000 clients and a further 528 • Homelessness NPA (due to cease 30 June 2013) households have been assisted under the NPAH in the • Remote Indigenous Housing NPA (due to cease June 2018). Northern Territory. Initiatives to reduce homelessness include:

• the Tenancy Sustainability Program, supporting tenants to sustain successful tenancies • A Place to Call Home, providing intensive case management and life-skills training for homeless people or people at risk of homelessness transitioning into public housing.

Targeted responses to Indigenous homelessness include operational funding for:

• Percy Court, providing 28 accommodation units for transitional accommodation in Alice Springs • South Terrace accommodation facility, providing 66 beds for short-term accommodation in Alice Springs • new remote safe houses in Gunbalanya and Wadeye for women and children escaping family violence

ANNUAL REPORT 2011-12 › Strategic Goal 1 › Australian Government Agreements and Partnerships

• eight self-contained transitional accommodation units adjacent to a women’s shelter in Darwin.

Targeted responses to reduce rough sleeping include:

• intervention and case management services that assist rough sleepers to access accommodation and transport to return to country (delivered in Darwin, Katherine and Alice Springs) • Darwin-supported accommodation program providing transitional accommodation and case management to men who are homeless, including those who are sleeping rough • extra accommodation at the YMCA Doctors Gully Hostel • a post-release support program assisting clients exiting correctional services to re-engage with the community and transition into stable accommodation.

NATIONAL PARTNERSHIP NATIONAL PARTNERSHIP AGREEMENT Translating AGREEMENT ON SOCIAL HOUSING ON REMOTE INDIGENOUS HOUSING Strategy The primary aim of the National Partnership Agreement on Social Housing (NPA SH) is to. Under the National Partnership Agreement on Remote Indigenous Housing (NPA RIH), the Territory Government • increase the supply of social housing through new is also responsible for implementing a remote public construction housing management system. The Territory Government • ensure people are able to rent housing that meets is also working with the Australian Government to their needs improve living conditions so people can live in safer and 4 healthier homes. • ensure people who are homeless or at risk of homelessness can access sustainable housing. The NPA RIH, which incorporates the Strategic Indigenous Housing and Infrastructure Program (SIHIP), will deliver Under the agreement, a Social Housing Growth Fund has 1456 new houses, 415 rebuilds and 2500 refurbishments been established. The fund provides Australian Government across 73 remote Indigenous communities and a number funding to increase the supply of social housing and is of community living areas/town camps across the Northern sourced from the Social Housing Initiative under the National Territory by June 2018. At 30 June 2012, 680 new houses Partnership Agreement on National Building and Jobs Plan. had been built, and 2397 refurbishments and rebuilds were completed in a number of remote Indigenous communities The 40-unit Bellamack Seniors Village, completed in and town camps across the Territory. September 2011, was the key initiative under the NPA SH. Under the NPA, the Australian Government provided The NPA RIH continues to provide significant employment funding of $4.1 million and the Territory Government and training opportunities for Indigenous people across contributed $7.484 million. the Territory. At 30 June 2012, there were more than 80 Indigenous people employed in the delivery of the construction program for remote public housing. Since it commenced, the program has employed approximately 1500 Indigenous people.

Sustainable employment and training outcomes for Indigenous people are a key priority of this program. A target of 20 percent Indigenous employment has been set and this is being exceeded with a current achievement of 29 per cent Indigenous employment across the program. This has developed local Indigenous construction-related skills in communities, which are being utilised in local repairs and maintenance programs.

74 › Strategic Goal 1 › Australian Government Agreements and Partnerships

OVERVIEW OF REMOTE HOUSING DEVELOPMENTS AT 30 JUNE 2012

New Refurbish- New Refurbish- Community Houses Rebuilds ments Community Houses Rebuilds ments Acacia Larrakia 12 Maningrida 110 16 101 Alice Springs town camps 86 103 93 Milikapiti 30 9 Ali Curung 56 Milyakburra 2 9 17 Alpurrurulam 57 Minyerri 31 Amanbidji 8 Mount Liebig 26 Amoonguna 48 Nganmarriyanga (Palumpa) 2 25 Ampilatwatja 24 Ngukurr 35 26 34 Areyonga 29 Nturiya 24 Angurugu 60 25 10 Nyirripi 30 Atitjere 18 Papunya 43 Barunga 52 Peppimenarti 20 Belyuen 32 Pigeon Hole 10 Beswick 53 Pirlangimpi 30 Binjari 24 Pmara Jutunta 27 Bulla 15 Rittarangu 5 Bulman 14 Santa Teresa 3 66 Canteen Creek 18 Tara 14 Tennant Creek community Daguragu 35 70 living areas Engawala 21 Titjikala 26 Eve Valley 13 Umbakumba 18 9 33 Galiwin’ku 90 20 51 4 Wadeye 105 28 87 Gunbalanya 62 9 55 Wallace Rockhole 13 Gunyangara 3 Warruwi 24 Haasts Bluff 16 Weemol 12 Imangara 8 Wilora 17 Imanpa 16 Willowra 40 Jilkminggan 24 Wurrumiyanga (Nguiu) 90 63 96 Kalkarindji 48 Wutunugurra 16 Kaltukatjara 40 Yarralin 23 Kintore 44 Yuelamu 30 Kybrook Farm 8 Lajamanu 17 82 Total 680 438 1956 Laramba 30

75 FEATURE STORY

James Dempsey and his family are among the new tenants, and they are thrilled with their new home. “Before, we lived in a house just over the back with three rooms and three families,” James said. “It was very hard when you wanted to use the toilet or shower and there were several people we had to avoid for cultural reasons. Our new house has two bedrooms; one for me and my missus and one for our two boys. It makes a big difference.”

In Wadeye, 105 new houses, 28 rebuilds and 87 refurbishments were completed during 2011-12. Arthur Karui now lives in a new three-bedroom house with his wife, Anna and their three sons. He said thanks to the new accommodation, life for residents has never been so positive.

“Wadeye used to be an uncomfortable place to live”, Arthur said. More Remote Public “We used to live in a small area in the middle of town where we used to be squashed in and there wasn’t much space.”

Housing “We feel very comfortable here,” Arthur said of his new home. “It is more peaceful for the family and the neighbours. It’s enjoyable for the kids and a lot easier for them to play; we have the bush out the back The agency offered more public where we gather tucker and firewood.” housing options in six remote The upgrading of Hidden Valley and other town camps in Alice Springs is part of the Australian and Northern Territory governments’ Alice communities during 2011-12. Springs Transformation Plan. A total of 109 new houses, 16 rebuilds The plan built 85 new homes and refurbished other homes through the NPA RIH. and 79 refurbishments have been Purina Anderson has moved into one of the 23 new homes built at Hidden delivered in Maningrida under the NPA Valley and loves her new home. She says the town camp is a lovely and RIH. At year end a landscaping crew beautifully quiet area to live in. “The house I had before was pretty old, it wasn’t insulated and I used to get up freezing cold,” she said. from Maningrida was working tirelessly A total of 80 new houses were built across Angurugu, Milyakburra and to landscape the new subdivision. Umbakumba. David Campbell and Elma Yanyarrngu, along with their six year old daughter, are one of several families who have moved into new In Gunbalanya, a total of 62 houses built at Angurugu on Groote Eylandt. They live a quiet, normal life, and say it’s only possible because they have their own house and new houses and 64 rebuild and personal space. refurbishments were completed “It was hard sharing with so many other people before,” David said. during 2011-12, including two new “There was no privacy and it was very hard to keep the house tidy. Now it is really good. We have a lot of personal space and we only have to subdivisions - Arrkuluk and Banyan. share with close family.” Strategic Goal 2 STRONG REGIONS, COMMUNITIES AND LOCAL GOVERNMENTS

› Three-year priorities › We measure our success by:

• lead whole-of-government implementation of the • Local Implementation Plans are signed and operating Working Future policy, in partnership with other for all major remote Territory communities relevant stakeholders • economic profiles for regional and remote centres • coordinate whole-of-government Indigenous policy are published

• build regional economies through enterprise • Indigenous employment in shires/remote development, job creation and infrastructure communities grows investment • new remote infrastructure projects are completed • strengthen local government capacity • Territory Government infrastructure is secured with • provide interpreting and translating services to long-term tenure arrangements in remote towns improve access to services for all Territorians • secure tenure is in place for public housing in remote • support water safety and animal welfare education communities and town camps and ensure legislative compliance across the Territory. • local governments comply with statutory obligations

• AIS offices are placed in remote and regional locations

• animal welfare and water safety education programs are delivered

• 90 per cent of animal welfare complaints are responded to within three days

• 70 per cent of new pool inspections are completed within three weeks of application.

ANNUAL REPORT 2011-12 77 › Strategic Goal 2

› Remote Service Delivery › Remote Infrastructure

Improving accessibility and quality of services for Program Office people living in remote communities is a key priority for The Remote Infrastructure Program Office (RIPO) was government. As of 30 June 2012, of the 1217 action items in established in November 2011 and brought together the 15 RSD Local Implementation Plans (LIPs): the Remote Infrastructure Unit from the Department of Construction and the Land Tenure Unit and Essential • 538 (44 per cent) were reported as complete Services Unit from DHLGRS. • 621 (51 per cent) were reported as in progress • the remaining 58 (five per cent) were either not started, The main roles of the RIPO are to: have a future end date or were items with no due date • assess the delivery of remote infrastructure projects and (ongoing) ensure the delivery program does not overwhelm local Highlights to date include: capacity • stimulate local businesses’ participation • Gunbalanya: school upgrade, trade training facility, published an employment profile • stimulate local Indigenous employment • Galiwin’ku: new cyclone shelter, published an • test and implement alternative procurement approaches employment profile with greater local financing of projects Translating • Yuendumu: power station grid connection, teacher • program and prioritise remote infrastructure projects. housing, published an employment profile The current activities of the RIPO include:

• Ngukurr: teacher housing, renal facilities, Bohdi bus Strategy services, published an employment profile • consolidating the Department Liaison Officer (DLO) network group, which comprises senior officers from NT • Wadeye: new health centre, new children’s service Government agencies centre, staff housing, published an employment profile • Gapuwiyak: school upgrade, published an employment • establishing a long-term land use planning group to profile guide essential services infrastructure investment 4 • Borroloola: MacArthur River bridge, published an • developing a toolkit for Territory Government agencies employment profile on how to develop business cases for new projects • Yirrkala: public bus services, teacher housing, published • identifying the capacity of existing essential services in an employment profile remote communities. • Numbulwar: school upgrade, Bohdi bus services, published an employment profile • Elliott: drilling of new bores, published an employment profile • Umbakumba: teacher housing, sealing Angurugu to Umbakumba Road, published an employment profile • Angurugu: new wastewater facilities, sealing Angurugu to Umbakumba Road, published an employment profile • Maningrida: teacher housing, published an employment profile • Ntaria: health e-towns IT infrastructure upgrade, published an employment profile • Ali Curung: water quality upgrade, published an employment profile • Kalkarindji: upgrade of the Buntine Highway, published an employment profile • Papunya: regional road upgrades, published an employment profile • Wurrumiyanga: increased power capacity, staff accommodation, published an employment profile.

78 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Strategic Goal 2

CDU/NTG PARTNERSHIP AGREEMENT: 2011-12

Project number D11-0082 With employment as a key aim of Working Futures, $540 000 - All Centres - NT Growth Towns understanding likely impacts on mobility and migration are crucial to modelling the future of MEASURING AND COMMUNICATING DEMOGRAPHIC Territory Growth Towns AND SOCIAL CHANGE IN 15 OF THE TERRITORY GROWTH TOWNS • Facilitation of a mid-year presentation on 13 August 2012 to Northern Territory Government stakeholders • The purpose of this research project is to increase about the current progress of the project the understanding of factors impacting community • Mapping of a CDU project list that involves Territory demographics and to develop a model that will allow Growth Towns with a view to managing engagement users to simulate the effect of changes in those factors with communities, within CDU and with other on community populations. organisations. • The project has a tender value of $540 000 over a three year program. Given the infancy of the project there are currently no testimonials or photographs. • Still in its infancy the project will provide a better understanding of changes to community demographics and Project number D11-0205 allow for improved engagement with remote communities to $101 161.25 - Darwin better inform policy and local decision making. PROVISION OF DEVELOPMENT AND DELIVERY OF Through this project the agency is actively contributing to THE ANIMAL WELFARE BRANCH INVESTIGATORS the achievement of the CDU/NTG Partnership Agreement TRAINING COURSE - CERTIFICATE IV IN through the following mechanisms: GOVERNMENT (INVESTIGATION)

• The recruitment of a Senior Research Fellow for the • The purpose of this project is to provide a Certificate project has contributed to building the local teaching and IV course in Animal Welfare Investigation for Animal research staff in the Northern Territory Welfare Inspectors to enhance their ability to deal • The use of local reference groups to assist facilitate the with animal welfare issues. project is building local capacity to meet the needs of the • There is no tender or tender cost for this training 4 Northern Territory in areas including research, evaluation, course. CDU is utilised as the registered training education and training. The piloting of Hermannsburg as organisation to deliver the course through a third the trial site for the project is ensuring that key stakeholders party delivery agreement with Trellis Consulting who such as the Poche Centre for Aboriginal Health, our design, deliver and assess the training. agency staff in Alice Springs and a local survey team in Hermannsburg, are exposed too and benefit from the • Initial training is delivered in three stages covering outcomes of specialised relationships that value-add to the 15 units of competency taken from a national training broader context and anticipated outcomes of the project package in Animal Welfare Inspection: • The Northern Institute, CDU, is working closely with this Pre-course assignment agency to develop a sustainable partnership with Flinders Two one week intensive training programs University, South Australia. While the partnership does Post course assignment not form part of the formal structure of the project tender A follow-up refresher training course. it is leveraging research investment from demographers in Applied Population Studies Unit at Flinders University • On completion participants receive their Certificate. and using this expertise to inform an agent based • This project has been very successful in the up-skilling approach to modelling the demographic futures of small of Animal Welfare Inspectors from this agency and settlements, particularly Territory Growth. effectively increasing their professional ability Project outcomes to date include: Territory wide to deal with animal welfare inspection and meet the objectives of the Animal Welfare Act. • The selection of Hermannsburg as the pilot site for the project Upon completion of the course participants surveyed • The commencement of research using base data in indicated that they were more confident in performing relation to: their animal welfare inspection duties with the course providing them with a uniform way in which to Research into mobility and migration of employed undertake complex animal inspection tasks. Indigenous people to compare their behaviours with Indigenous people who are not employed.

ANNUAL REPORT 2011-12 79 Australian Government Agreements and Partnerships

The agency also makes significant contributions to agreements and national partnerships between the Northern Territory and Australian governments.

The table below shows how key Australian government agreements contribute to the agency’s Strategic Goal 2.

Strategic Goal 2: • Local Government Ministers’ Forum Strong regions, communities and local governments • NPA Water for the Future • NPA Remote Service Delivery • NPA Closing the Gap • National Indigenous Reform Agreement Translating NATIONAL PARTNERSHIP AGREEMENT LOCAL GOVERNMENT TO SUPPORT LOCAL GOVERNMENT MINISTERS’ FORUM AND REGIONAL DEVELOPMENT Strategy The Local Government Ministers’ Forum was established The key objective of the National Partnership Agreement in 2011 to replace the Local Government and Planning to support Local Government and Regional Development Ministers’ Council. The Inter-Jurisdictional Working Group (NPA LGRD) is to improve the capacity, resilience and (IJWG) was established to support the newly created infrastructure in communities and build capacity and forum. The IJWG comprises senior agency representatives from the various jurisdictions responsible for local 4 resilience of local governments. government, and the Chief Executive of the Australian Under the NPA is the Local Government Reform Fund, Local Government Association. from which funding has been sourced for a joint project between the Local Government Association of the The Local Government Ministers’ Forum comprises ministers Northern Territory (LGANT) and the Territory Government from across Australia with responsibility for local government on Asset Management and Long Term Financial Planning and the President of the Australian Local Government for Councils in 2010-11. Association. It is chaired by the Australian Government’s Local Government Minister, The Hon Simon Crean MP. This capacity-building project has offered training and professional development for local government staff and At its first meeting, the Local Government Ministers’ Forum elected members in financial and asset management. agreed to a range of other actions and reforms, including: The project was completed by 30 June 2012. However, • harnessing the opportunities for local government additional work is continuing by LGANT on improving asset in a low carbon future, including from the Australian management plans linked to financial planning into 2012-13. Government’s Clean Energy Future package

• endorsing a recent review of the Inter-Governmental Agreement and continuing the agreement, which sets out a framework to prohibit cost-shifting between levels of government

• continuing reforms to underpin the financial sustainability of local government, including a national framework to more rigorously assess local government performance and sustainability

• discussing with the Honourable James Spigelman AC QC his panel’s work on the Constitutional Recognition of Local Government.

80 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Strategic Goal 2 › Australian Government Agreements and Partnerships

NATIONAL PARTNERSHIP AGREEMENT Unlike other national agreements, there are no funds specifically associated with the NIRA. Funding for Closing ON WATER FOR THE FUTURE the Gap initiatives flows from the National Partnership Agreements. The NPA on Water for the Future aims to contribute to increased efficiency of rural water use, to protect and OVERARCHING BILATERAL improve the environmental health of freshwater and IMPLEMENTATION PLAN freshwater-dependent ecosystems, prepare communities for climate change, help secure water supplies for towns Overarching Bilateral Indigenous Plans (OBIPs), and cities, and assist households and businesses to use established under the NIRA, have been developed to water more efficiently. guide co operative work between the Commonwealth and individual states and territories in realising the NIRA’s Under the Water for the Future NPA, the COAG Strategy on objectives and commitments. Water and Wastewater in Remote (including Indigenous) Communities is providing majority funding of $20.25 million The schedules to the OBIP comprise the focus of the work for water supply projects at five remote Indigenous Northern in implementing the NIRA building blocks, including: Territory townships in support of the rollout of the Remote Indigenous Housing NPA. The agency is managing the • Remote Service Delivery National Partnership Agreement implementation of these projects at Wadeye, Wurrumiyanga, • Closing the Gap in the Northern Territory National Galiwin’ku, Angurugu and Umbakumba. The projects will Partnership Agreement improve water security at these townships, ensuring residents • National Partnership Agreement on Remote Indigenous have sufficient water to meet current and future demand. Housing • Closing the Gap in Indigenous Health Outcomes NATIONAL INDIGENOUS • Remote Indigenous Public Internet Access National REFORM AGREEMENT Partnership Agreement • National Partnership Agreement on an Indigenous The National Indigenous Reform Agreement (NIRA) is one Clearinghouse of six national agreements that establish shared policy and 4 • National Partnership Agreement on Indigenous Economic reform objectives in areas of federal significance. It was Participation established to frame the task of closing the gap of Indigenous disadvantage by setting out the objectives, outcomes, outputs, • National Partnership Agreement on Indigenous Early performance indicators and performance benchmarks agreed Childhood Development by COAG. The COAG ‘Closing the Gap’ targets are as follows: • Urban and Regional Service Delivery

• close the life expectancy gap within a generation • Data Quality Improvements • halve the gap in mortality rates for Indigenous children • Healthy Country, Healthy People under five within a decade • Groote Eylandt Regional Partnership Agreement • halve the gap for Indigenous students in reading, • Indigenous Arts and Culture writing and numeracy within a decade A Governance Committee has been established to • ensure all Indigenous four year olds in remote oversee the effectiveness of the plan. The committee communities have access to early childhood education comprises the Northern Territory state manager of the within five years Department of Families, Housing, Community Services • halve the gap for Indigenous 20-24 year olds in Year 12 and Indigenous Affairs (FaHCSIA) and the Chief Executive attainment or equivalent attainment rates by 2020 of this agency. The OBIP Governance Committee meets • halve the gap in employment outcomes between Indigenous quarterly and seeks input from other relevant agencies, and non-Indigenous Australians within a decade. and invites them to participate in meetings as required.

The NIRA also identifies the strategic platforms or ‘building blocks’ that underpin Closing the Gap targets: early childhood, schooling, health, economic participation, healthy homes, safe communities, and governance and leadership. The building blocks are supported through a range of Indigenous National Partnerships that detail specific objectives, performance measures and reporting requirements.

ANNUAL REPORT 2011-12 81 › Strategic Goal 2 › Australian Government Agreements and Partnerships

WORKING GROUP ON • Indigenous interpreters INDIGENOUS REFORM • child protection services

The Working Group on Indigenous Reform (WGIR) is • additional remote area teachers and infrastructure. responsible for overseeing COAG’s national Indigenous The funding arrangements and initiatives have largely reform agenda. been completed under the agreement. Where measures The WGIR is chaired by Australian Government Minister are envisaged to continue on for completion beyond Macklin, the Minister for Families and Housing, June 2012 into the 2012–13 financial year, arrangements Community Services and Indigenous Affairs and is are being made for these to transition into the Stronger attended by senior officers from all the jurisdictions. Futures partnership agreement. From the Northern Territory, this includes this agency, the Department of the Chief Minister and NT Treasury. ABORIGINAL INTERPRETER SERVICE The WGIR meet quarterly. In between meetings, work One of the key outputs of the Closing the Gap NPA is for the WGIR is progressed by the policy sub-group, the to build the capacity of interpreter services to support Indigenous Reform Co-ordination Sub-Group. engagement between Indigenous communities and NATIONAL REPORTING ON CLOSING THE government and non-government agencies. The Australian GAP OF INDIGENOUS DISADVANTAGE Government provides investment to the Territory Government to: Translating States and territories provide raw data to the Australian • recruit community liaison/mentor officers to coordinate Institute of Health and Welfare that is subsequently and support the work of Indigenous interpreters in utilised in the following reports: providing their services in identified communities/ Strategy • COAG Reform Council’s performance report on the NIRA regions • Closing the Gap in the Northern Territory Monitoring Report • recruit and develop Indigenous interpreters to provide interpreting services to Indigenous communities and • Closing the Gap Prime Minister’s Report government and non-government agencies • Productivity Commission’s (PC) Overcoming Indigenous • develop and deliver training programs and training Disadvantage Key Indicators Report materials for Indigenous interpreters. 4 • PC’s Indigenous Expenditure Report In 2011-12, the Aboriginal Interpreter Service: • PC’s Report on Government Services Indigenous Compendium. • continued to provide interpreter services in legal, health and welfare fields across the Northern Territory and across the border jurisdictions (Western Australia, South CLOSING THE GAP IN THE Australia and Queensland) NORTHERN TERRITORY NATIONAL • provided specialist training to 339 interpreters across PARTNERSHIP AGREEMENT the Territory • established new offices for the administration of the The Northern Territory Emergency Response (NTER) was Community Liaison and Development Officer Program in implemented by the Australian Government in 2007. Groote Eylandt and Ntaria • employed a pool of 440 casual Interpreters, 19 full-time The Australian Government reviewed the NTER in 2008 equivalent Community Based Interpreters, seven full-time and introduced re-designed measures and a new income Interpreter Support and Development Officers (mentors) management measure through legislation in late 2009. and 10 Community Liaison and Development Officers. The 2009 Closing the Gap in the Northern Territory Partnership Agreement was intended to maintain and strengthen the core NTER measures and provide for the continuation of the majority of measures until June 2012.

Total funding to the Territory as National Partnership payments amounts to $335.4 million. Major areas of funding included (but are not limited to):

• remote area police operations • alcohol management planning

82 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES 4

ANNUAL REPORT 2011-12 83 $354.000 of grants to Indigenous businesses 22,380 hours of interpreting provided by AIS 8000 interpreting and translating assignments delivered by ITS NT

Performance Reporting 5This section reports on the agency’s performance against its planned outcomes for 2011-12.

It also overviews the performance measures used to achieve the outcomes, and highlights the agency’s achievements during the year.

This section aligns the agency’s strategic goals, as set out in the Corporate Plan 2010-13, with the output structure outlined in Budget Paper No.3, 2011-12.

84 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES SUMMARY

Strategic Goal 1 Strategic Goal 2 IMPROVE ACCESS TO SAFE, SECURE, STRONG REGIONS, COMMUNITIES AND APPROPRIATE AND AFFORDABLE HOUSING LOCAL GOVERNMENTS

OUTPUT GROUP: OUTPUT GROUP: LOCAL GOVERNMENT, TERRITORY HOUSING SERVICES REGIONAL AND COMMUNITY SERVICES

› Outputs: › Outputs: ➊ Urban Public and Affordable Housing ➊ Local Government ➋ Remote Public Housing ➋ Regional Development ➌ Government Employee Housing ➌ Interpreter and Translator Services Outcome: Access to safe, affordable ➍ Water Safety and Animal Welfare and appropriate housing for all Outcome: Stronger regions and eligible Territorians communities

OUTPUT GROUP: OUTPUT GROUP: INDIGENOUS POLICY AND NT HOME OWNERSHIP REMOTE SERVICES COORDINATION Outcome: Access to safe, affordable › Outputs: and appropriate housing for all ➊ Indigenous Policy eligible Territorians ➋ Indigenous Essential Services ➌ Remote Service Delivery Coordination ➍ Remote Infrastructure Coordination Outcome: Improved social wellbeing and living conditions for Indigenous Territorians, especially those living in remote communities

ANNUAL REPORT 2011-12 85 Territory Housing Services

› Outputs: ➊ Urban Public and Affordable Housing ➋ Remote Public Housing ➌ Government Employee Housing Outcome: Access to safe, affordable and appropriate housing for all eligible Territorians Output ➊ Urban Public and Affordable Housing

Provide safe and appropriate public and affordable housing to eligible Territorians. In collaboration with the community housing sector, assist in delivering crisis and supported accommodation to clients with high and complex needs.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 1. Total urban housing Key Deliverables Actual Actual Actual Estimate Actual Estimate stock is allocated between public and Urban housing stock 1 industry housing. Actual figures represent stock • public housing dwellings 5229 5066 5052 5080 5065 5123 allocations as at 30 June. • industry housing dwellings 350 352 446 509 524 509

2. New measure in 2,3 Performance 2011-12. Affordable housing dwellings provided 35 3. Venture Housing Managed accommodation beds provided 596 674 674 674 commenced operations in January 2012. Net recurrent cost per urban housing dwelling 4 13 000 13 709 13 000 4. New measure. Excludes

the cost of capital, Urban public housing occupancy rate 95% 96% 97% 98% 96% 98% Reporting calculated as per Report on Government Services. Average number of days to occupy vacant stock 5 77 100 59 45 21 5. 2011-12 figures are unavailable due to New households assisted in urban public housing 6 446 466 469 485 441 502 implementation of a new asset management system New households assisted as a proportion of total during the June quarter. applicants 2 15% 15% 15% 6. Decrease in new 5 households assisted New households assisted through Bond in 2011-12 reflects a commitment to improve Assistance Scheme 253 207 247 220 309 220 stock utilisation by resettling existing Households supported to maintain a successful tenants prior to allocating tenancy through tenancy sustainability programs 346 582 591 488 to new households.

2011-12 ACHIEVEMENTS

• Completed 87 new social housing dwellings and • Supported more than 600 transitional and short-term significant upgrade works to existing facilities. accommodation beds for homeless people, and those at risk of homelessness. • Implemented the Public Housing Safety Strategy, which includes new Public Housing Safety Officers and the • Established new company Venture Housing providing ‘Three Strikes’ policy to assist in making public housing a affordable housing for Territorians. safer place to live.

• Provided tenancy support to more than 600 households, through seven service providers, across the Territory.

86 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Territory Housing Services

Output ➋ Remote Public Housing

Provide and manage public housing to ensure Territorians in remote areas and town camps have access to safe, healthy, sustainable and affordable housing, including appropriate tenancy management and maintenance. Meet the needs of Indigenous and remote communities by providing new and upgraded housing and related infrastructure. Provide strategic planning and policy advice, including community engagement, to support the implementation of the Remote Public Housing Framework.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. 2010-11 revised actual Remote public housing dwellings 1 4249 4370 4552 4906 4965 5107 excludes outstation dwellings not owned by Town camp/community living area housing dwellings 1 370 408 447 449 449 Territory Housing but for which Territory Housing 2 provides Management Refurbished and rebuilt dwellings 344 1248 765 805 558 and Repair and Maintenance funding. 2,3 New dwellings 76 257 336 356 274 Estimates for 2011-12 have been revised due to Households supported to maintain a successful methodology change. 4 tenancy through intensive tenancy support programs 915 1 021 646 Town camp/community living area dwellings are Community Housing Reference Groups established 25 76 77 77 79 77 a subset of remote public housing dwellings. 5,6 Indigenous employment on SIHIP projects 35% 34% 20% 29% 20% 2009-10 figures include 73 remote communities, Indigenous employment in tenancy management 7 50% 50% 80% 50% Alice Springs town camps and Tennant Creek urban Indigenous employment in property management 8 40% 62% 40% living areas. From 2010-11, Borroloola town camps are also included. 2011-12 ACHIEVEMENTS 2. 2011-12 targets for these deliverables were revised as a result of • Under the National Partnership Agreement on Remote the finalisation of the Indigenous Housing (NPA RIH), built 356 new houses Implementation Plan for the National Partnership and completed 805 refurbishments and rebuilds in Agreement on Remote Indigenous Housing. a number of remote Indigenous communities and Figures are for financial town camps across the Territory. This includes new year only. subdivisions in Maningrida, Galiwin’ku, Wurrumiyanga, 3. Figures are included in the number of remote Wadeye, Umbakumba and Gunbalanya. public housing and town camp dwellings. 5 • Major remote headworks and upgrades completed 4. New measure in 2011- 12. Intensive tenancy (including electrical, water and sewerage assets) to support program offered support the significant increase in additional housing, to all tenants when they enter a new tenancy where needed. agreement. Lower number in 2012-13 is program target. Figure is • Completed major upgrades to water supply for financial year only. infrastructure at Wadeye and Wurrumiyanga, improving 5. Strategic Indigenous water security and meeting current and future demand. Housing and Infrastructure Program (SIHIP). • Completed improvements to water supply infrastructure 6. Cumulative employment rates at Maningrida including construction of a new 1.8 fluctuate with project stages. The 20 per megalitre ground level water tank and rising main. cent target reflects the expected average over the life of the program. 7. 2010-11 figure included property management, which is now reported separately. 8. New measure.

ANNUAL REPORT 2011-12 87 › Territory Housing Services

Output ➌ Government Employee Housing

Provide housing and manage tenancies for eligible employees of Territory Government agencies.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. The decrease in 2011- 12 is due to an error in Dwellings in urban localities 287 293 290 289 288 289 the 2010-11 count of 14, being 13 dwellings Dwellings in remote localities 1 903 936 1038 1023 1024 1061 under construction incorrectly included and one asset duplication Private head leasing arrangements 460 551 613 623 666 661 now corrected.

2011-12 ACHIEVEMENTS

• Built nine new dwellings and undertook upgrade works to existing government employee housing dwellings in remote locations at:

Ti Tree, Kulgera and Harts Range for NT Police, Fire and Emergency Services Performance Wurrumiyanga (Nguiu) for Government Employee Housing and Office of Aboriginal and Torres Strait Islander Health (OATSIH) and Gove District Hospital

on behalf of Department of Health Reporting Adelaide River School for Department of Education.

• Commenced negotiations for a local Indigenous developer to deliver 11 house and land packages at Wadeye. Similar negotiations are taking place on 5 Groote Eylandt under the auspices of the Regional Partnership Agreement.

88 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES NT Home Ownership

Outcome: Access for low to middle- Business Division Profile:NT income Territorians to affordable Home Ownership provides housing through home ownership housing assistance products to Territorians, including loans, grants and subsidies, to increase home ownership opportunities for low to middle-income earners

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. NT Home Ownership New home loans 101 145 106 154 166 150 and Indigenous Business Australia (IBA) will Proportion of loans to Indigenous households 1 4% 8% 6% 6% 5.42% 5% conduct joint information sessions regionally Value of new home ownership loans $21M $36M $28M $40M $44.6M $39.4M in 2012–13 targeting Indigenous households. Value of new shared-equity purchases $5M $8M $6M $9M $9.1M $7.6M Loan accounts in arrears greater than 30 days 0.8% 1.4% 1.06% 1.3% 1.16% 1.8% Average loan amount $205 785 $241 390 $254 400 $262 000 $268 479 $262 000 Median purchase price $270 000 $312 000 $340 000 $325 000 $338 750 $330 000

2011-12 ACHIEVEMENTS

• Received 264 HOMESTART NT applications and issued 166 loans.

• Assisted with the sale of 21 new affordable housing units for low to middle-income earners at Johnston Stage 1A, priced between $320 000 and $390 000. 5

89 Local Government, Regional and Community Services

› Outputs: ➊ Local Government ➋ Regional Development ➌ Interpreter and Translator Services ➍ Water Safety and Animal Welfare Outcome: Stronger regions and communities

Output ➊ Local Government

Develop the strength and capacity of shire and municipal councils to provide legitimate representation, effective governance, improved service delivery and sustainable development, through business support and compliance activities.

PERFORMANCE MEASURES Performance

Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate Reporting 1. 2011-12 actual expenditure is higher Local government grants 1 $70.53M $64.45M $57.9M $57.3M $75.8M $57.3M than estimate due to advance of 2012-13 Municipal and essential services grants for homelands funding into 2011-12. and outstations $16.5M $19.1M $19.1M $21.2M 2. New measure in 2012–13. As part of Municipal and essential services grants for town camps 2 NIL $2.5M the Stronger Futures 5 negotiations, the Local government key stakeholder forums working Northern Territory has agreed to funding towards strengthening shire governance and municipal and essential service delivery 12 12 11 12 services in town camps, including Darwin and Alice Springs, from 2012–13 onwards. 2011-12 ACHIEVEMENTS

• Reviewed the financial sustainability of Shire Councils.

• Local government general elections for the shires and municipals were held across the Territory in March 2012.

• Facilitated key stakeholder forums, including meetings of the Regional Shires Forum, the Local Government Accounting Advisory Council and the Administrative and Legislative Advisory Committee.

• Supported 530 jobs and employment of 20 mentors for Shire Councils through the Shires Indigenous Workforce Package.

90 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Local Government, Regional and Community Services

Output ➋ Regional Development

Work in partnership with business, industry and communities to support activities that stimulate sustainable economic growth and wealth creation.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. The Indigenous Indigenous businesses and organisations assisted un- Business Development der the Indigenous Business Development Program 1, 2 39 26 27 21 30 Program and the Regional Economic Development Fund Regional businesses and organisations assisted under are application based the Regional Economic Development Fund 1, 3 11 12 12 6 12 assistance programs driven by individual Regional development grants administered 4,5 $2.73M $0.97M $1.38M business needs. 2. The variation from the estimate in 2011-12 reflects the slower than 2011-12 ACHIEVEMENTS anticipated progress of applicants through the IBDP. • Published economic profiles for Gunbalanya, Ntaria, • Engaged four Indigenous Economic Development Officers 3. Four additional organisations were Ngukurr and Yirrkala. (IEDOs) to service clients in the Barkly, Central, East approved for funding Arnhem and Big Rivers regions. At year end, the IEDOs late in the 2011-12 • Held Futures Forums in Yirrkala, Ramingining and Milingimbi. financial year, and grants case managed 170 Indigenous entrepreneurs. will be drawn down in the course of 2012-13. • Supported up to 100 Indigenous Territorians through 4. New measure in the Indigenous Business Development Program (IBDP). 2011-12. Distributed $354 000 to support 21 Indigenous businesses 5. 2011-12 expenditure is lower than estimate and organisations. due to slower than anticipated progress of applicants through IBDP; and the need for further consultation regarding the facilitation program before funding 5 could be released.

91 › Local Government, Regional and Community Services

Output ➌ Interpreter and Translator Services

Provide interpreter and translator services for Territorians with English as their second language to alleviate language barriers and enable fair and equitable access to government and non-government services.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. New measure in 2011-12. Aboriginal Interpreter Service (AIS) 2. Bookings include one- Bookings attended 1,2 4800 5618 4800 off interpreting jobs and booking of interpreters 3 on weekly duty rosters. Registered interpreters 326 382 409 404 440 400 Rostered interpreters 4 5 complete various NAATI accredited or recognised interpreters 66 66 83 100 numbers of interpreting jobs per day, depending Languages covered 1 104 104 104 on demand. Rosters are calculated as equivalent Interpreting and Translating Service NT (ITSNT) to 2.5 bookings per day. 1 3. Registered Interpreting bookings attended 7000 6797 7500 interpreters are recruited on a casual needs basis. Translating assignments completed 1 1000 1203 1500 4. NAATI: National Accreditation Authority Registered interpreters 127 156 185 200 199 210 for Translators and Interpreters. Registered translators 59 120 84 90 97 95 5. 2010-11 Actual NAATI accredited or recognised interpreters and revised to reflect amended measure. translators 84 85 89 88 Performance Languages covered 49 56 62 65 62 68

2011-12 ACHIEVEMENTS Reporting

• Opened AIS offices in Maningrida, Gunbalanya, Wadeye, • Interpreting and Translating Service NT (ITSNT) Groote Eylandt, Wurrumiyanga, Nhulunbuy, Papunya, facilitated 25 workshops across 12 agencies that Yuendumu and Ntaria, which increased capacity with 27 reached 325 people. community-based interpreters. • ITSNT conducted professional development courses for 5 • The 17% increase in demand for AIS services was prompted 227 of its interpreters and translators. by a significant increase from Centrelink, hospitals and legal services. The increased number of bookings represents a • ITSNT completed 6797 interpreting and 1203 translation total of 22 380 hours of interpreting. The equivalent of 25 assignments. full-time interpreters are based in-community and provide an increased level of service.

92 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Local Government, Regional and Community Services

Output ➍ Water Safety and Animal Welfare

Promote safer communities through the Water Safety Strategy and administration of the Swimming Pool Safety Act and the Animal Welfare Act.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. Includes locations Water Safety with visiting outreach service. Pool safety Enrolments in the Under 5 Water Safety advisers are located Awareness Program 1101 1100 1100 1100 1191 1200 in Darwin and Central Australia regions. Under 5 Water Safety Awareness Program completion rate >100% 88% 80% 80% 80% 80% 2011–12 actual in these regions was 85 per cent. New pool fencing inspections conducted within three weeks of application 1 70% 90% 80% 70% 66% 70%

Animal Welfare Complaints responded to within three days 99% 95.2% 94% 95% 99% 90% Funds granted $0.2M $0.2M $0.2M $0.2M

2011-12 ACHIEVEMENTS

• During 2011-12, the agency continued its partnership with • The Animal Welfare Branch fielded 572 telephone the Royal Life Saving Society of Australia to deliver the complaints and conducted 324 investigations. Under 5 Water Safety Awareness Program, specifically aimed at reducing the drowning rate in the 0-5 year • All Animal Welfare Inspectors successfully completed age group. Since 2003, more than 9500 children have the Certificate IV in Government (Investigations) and an registered for the Water Safety Awareness Program. Inspector was recruited for the Alice Springs office.

• Three hundred and eleven animal welfare complaints • Delivered public education activities and events, resulted in two prosecutions. The Animal Welfare Branch including World Animal Day, Pets Day Out, Animal successfully prosecuted six matters through the Darwin Welfare Awareness Week, and Water Safety Week. 5 Court of Summary Jurisdiction, with a further five still before court at year end.

ANNUAL REPORT 2011-12 93 Indigenous Policy and Remote Services Coordination

› Outputs: ➊ Indigenous Policy ➋ Indigenous Essential Services ➌ Remote Service Delivery Coordination ➍ Remote Infrastructure Coordination Outcome: Improved social wellbeing and living conditions for Indigenous Territorians, especially those living in remote communities Output ➊ Indigenous Policy

Work with Territory, Commonwealth and local government agencies and Indigenous people to provide strategic policy and advice on Indigenous affairs from a whole of government perspective.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. New measure for 2011-12. Advice and reporting on national agreements delivered 1 within agreed timeframes 100% 100% 100% Performance

2011-12 ACHIEVEMENTS

Reports (responses and advice) Reviews and inquiries Reporting • Strategic Review of Indigenous Expenditure • Senate Community Affairs Committee Inquiry into the Stronger • Overcoming Indigenous Disadvantage 2011 Report Futures in the Northern Territory Bill (agency submission) • Indigenous Expenditure Review Supplement • Urban and Regional Services Strategy • Northern Territory Emergency Response Evaluation Report • Governance and Leadership Framework 5 • Prime Minister’s Report on Closing the Gap of • National Indigenous Reform Agreement (NIRA) Indigenous Disadvantage Performance Framework • Report on Government Services(ROGS) Indigenous • Northern Territory Emergency Response Evaluation Compendium • Closing the Gap Clearinghouse review • Senate Community Affairs Committee Report on the • House of Representatives Standing Committee on Stronger Futures in the Northern Territory Bill and 2 Aboriginal and Torres Strait Islander Affairs (SCATSIA) related Bills Language learning in Indigenous communities Inquiry • Closing the Gap Monitoring Report, June-December 2011 • Safe Communities Strategy • COAG Reform Council’s National Indigenous Reform Agreement Review

94 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Indigenous Policy and Remote Services Coordination

Output ➋ Indigenous Essential Services

Coordinate funding and provide strategic planning and policy advice for the delivery of electricity, water and sewerage services to remote Indigenous communities through the contracted service provider, Power and Water Corporation.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. $17.8M budgeted for Total annual cost of purchasing services for 2011–12 was brought remote localities 1, 2 $110.3M $60.8M $89.5M $63M $64.8M $68M forward to 2010-11 to accelerate the Wadeye 3 gas-fired power station Customer satisfaction with services 84% 78% 82% 75% 76% 75% project. In prior year budgets 2010–11 and 2011- Indigenous ESO employment 4 37% 40% 50% 40% 12, $5 million per annum was allocated to Essential Services Infrastructure in remote localities as part of the Strategic Indigenous 2011-12 ACHIEVEMENTS Housing and Infrastructure Program. The 2012–13 increase reflects the return • The Power and Water Corporation implemented a of these funds. program targeting Essential Service Officers (ESOs). 2. 2011-12 actual Training and up-skilling of ESOs Territory wide resulted expenditure was higher than estimate due a in the recruitment of an additional 34 Indigenous Trainee Treasurer’s Advance ESOs trained to Certificate Level II. approved in June. 3. Customer satisfaction surveys from remote Indigenous communities, where fair is rated 50 per cent, good 75 per cent and very good 100 per cent. 2011-12 response rate of 28 per cent (20 of 72 communities) was lower than in previous years. 4. Indigenous Essential Service Officers (ESOs) as a proportion of total ESOs working in remote locations. 2011-12 actual is based on total staff employed - not FTE positions. Of a total 5 of 172 ESOs, 86 were Indigenous. 51 ESOs (30 per cent) had Certificate II/III; of these, 16 (or 31 per cent) were Indigenous. Note that these figures are total staff numbers, not FTEs, and cannot be directly compared with the budget estimates (FTEs).

95 › Indigenous Policy and Remote Services Coordination

Output ➌ Remote Service Delivery Coordination

Coordinate integrated planning and delivery of services in Territory Growth Towns and monitor and report on progress of commitments in local implementation plans and national partnership agreements targeting improved services in remote towns and communities.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. 2010-11 figure reflects local implementation Local implementation plans monitored and reviewed 1 13 15 15 21 plans signed. Review process began in 2011-12. 2011-12 ACHIEVEMENTS

• Monitored and reviewed Local Implementation Plans actions for the Remote Service Delivery (RSD) sites.

• Prepared the final six Local Implementation Plans for Ali Curung, Borroloola, Papunya, Elliott, Kalkarindji/ Daguragu and Ramingining. Performance Reporting 5

96 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Indigenous Policy and Remote Services Coordination

Output ➍ Remote Infrastructure Coordination

Coordinate and support, on a whole of government basis, planning and delivery of infrastructure and capital works in remote communities.

PERFORMANCE MEASURES Previous Years Current Year Targets 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Key Deliverables Actual Actual Actual Estimate Actual Estimate 1. New measure in Establishment of infrastructure working groups 1,2,3,4 15 5 21 2011-12. 2. Includes Remote Indigenous communities with a scheduled town area Service Delivery sites, plan 1,3 10 10 40 major and minor communities. Remote towns where all NTG infrastructure is secured 3. Cumulative total. 1,3 with long-term tenure arrangements 1 4 21 4. Target met. The working groups have Remote towns where secure tenure is in place for been established based remote public housing, including town camps 3,5 53 67 88 on regional boundaries that incorporate the 20 Territory Growth Towns rather than specific groups per growth town. The regional groupings 2011-12 ACHIEVEMENTS that have been adopted on a ‘placed based’ approach by location are: • Executed long-term leases over 61 parcels of Aboriginal Nguiu, Arnhem, Victoria Daly - Roper Gulf, Groote land occupied by Northern Territory Government Eylandt and Central - Barkly. These regional infrastructure on the Tiwi Islands and on Groote groups were in operation Eylandt. This is the first tranche of the 1471 lots that for all of 2011-12. require long-term tenure. 5. Amended measure. At the end of 2011-12, 45 communities had signed leases, with a further 22 agreed in principle. 5

ANNUAL REPORT 2011-12 97 $500.5m total income for 2011-12 $285.3m paid in current and capital grants during the year $2.9b total assets for the agency as at 30 June 2012 $48.9 million to shire councils for the delivery of property and tenancy management services in remote areas

Financial Statements 6 Presents the financial statements of the agency including the NT Home Ownership function, with detailed accompanying notes, along with an overview and analysis of our financial performance.

› Financial Statement Overview FOR THE YEAR ENDED 30 JUNE 2012

The Department of Housing, Local Government and Regional Services is a general government agency under the Financial Management Act. The agency also includes NT Home Ownership, a government business division (GBD) which forms part of the agency’s management structure and contributes to the agency’s strategic directions.

Under the Financial Management Act, the agency and NT Home Ownership are considered to be separate reporting entities for end of financial year reporting purposes and, as such, two separate financial reports are presented in this annual report.

98 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Chief Financial Officer’s Report

› Chief Financial Officer’s Report

The 2011-12 budget and financial I am pleased to report that the net surplus result for 2011-12 was $2.1 million. This exceeded the budgeted statements for the Department of deficit and was a vast improvement on the previous Housing, Local Government and year’s result. Total income received for the reporting period was Regional Services and for the GBD $500.5 million, with $325 million in appropriation from the NT Home Ownership have been Territory and Commonwealth governments. Major items of appropriation from the Commonwealth includes funding prepared on an accrual basis and under the National Partnership Agreement for Remote provide information in respect of Indigenous Housing (NPA RIH) and the National Affordable Housing Agreement (NAHA). Sales of goods and services the financial operations, balance for the period were $56.5 million and predominantly relate sheet, changes in equity and cash to rent from public housing dwellings. flow of the agency for the year. Expenditure during 2011-12 totalled $498.4 million, with the largest component being grants and subsidies expenses at $285.4 million. Employee expenses Budgets and performance are were one per cent over budget at $60.2 million, while depreciation and amortisation expenses were established by output, ensuring $33.7 million and purchases of goods and services that resource allocation decisions totalled $31.2 million. In 2011-12 $27.8 million was spent are directed towards achieving the on housing repairs and maintenance. The most significant item on the agency’s balance sheet results intended by Government. is $2.7 billion in housing stock, which is made up of Details of the agency’s performance $1.8 billion of land and housing assets and $936 million of construction works in progress. Housing stock is by output group are provided at revalued annually to ensure the value of assets recorded Note 3 of the financial statements. in the financial statements accurately reflects fair value. As a result of the revaluation in 2011-12, asset values increased by $33.5 million. Cash balances have increased Performance against budget by by $80.8 million to $105.7 million at 30 June 2012. This is attributable to the replenishment of cash from the output group is provided in the Commonwealth under the NPA RIH for accelerated grants Performance Reporting section of expenditure and capital works activities. the Annual Report. Liabilities for the agency are $113 million and have reduced from prior year due to a one-off accrued expense in 2010-11 for work in progress under the Remote Indigenous Housing program. Borrowings for the year totalled $82.2 million, which reflects the value of loans taken out by the former government business division Territory Housing. Interest is paid on loans in regular monthly installments to NT Treasury Corporation.

ANNUAL REPORT 2011-12 99 › Certification

› Certification of the Financial Statements

We certify that the attached financial statements for the Department of Housing, Local Government and Regional Services have been prepared from proper accounts and records in accordance with the prescribed format, the Financial Management Act and Treasurer’s Directions.

We further state that the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes to and forming part of the financial statements, presents fairly the financial performance and cash flows for the year ended 30 June 2012 and the financial position on that date.

At the time of signing, we are not aware of any circumstances that would render the particulars included in the financial statements misleading or inaccurate.

JOHN BASKERVILLE ROB KENDRICK CHRIS BROOKE Chief Executive, Acting Chief Executive, Chief Financial Officer Department of Housing Department of Regional Development Department of Local Government and Indigenous Advancement 19 October 2012

19 October 2012 19 October 2012 Financial Statements 6

100 › Comprehensive Operating Statement

› Comprehensive Operating Statement FOR THE YEAR ENDED 3O JUNE 2012

2012 2011 Note $000 $000 INCOME Grants and subsidies revenue Current 84 825 58 847 Capital 21 911 2 122 Appropriation Output 180 591 193 337 Commonwealth 144 375 139 149 Sales of goods and services 56 512 54 899 Goods and services received free of charge 4 7 640 7 380 Gain on disposal of assets 5 12 573 Other income 4 685 2 292

Total Income 3 500 551 458 599

EXPENSES Employee expenses 60 157 56 228 Administrative expenses Purchases of goods and services 6 31 174 32 203 Repairs and maintenance 27 846 22 018 Property management 39 233 33 676 Depreciation and amortisation 9 & 14 33 731 28 395 Other administrative expenses 4 9 072 11 929 Grants and subsidies expenses Current 225 803 184 905 Capital 59 547 145 714 Community service obligations 1 191 1 239 Interest expenses 10 681 10 808 Total Expenses 3 498 435 527 115

Net Surplus/(Deficit) 2 116 (68 516)

OTHER COMPREHENSIVE INCOME Asset revaluation reserve 14 33 497 133 070 Transfers to revaluation reserves (352) Total Other Comprehensive Income 33 497 132 718 6 COMPREHENSIVE RESULT 35 613 64 202

The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.

ANNUAL REPORT 2011-12 101 › Balance Sheet

› Balance Sheet AS AT 3O JUNE 2012

2012 2011 Note $000 $000 ASSETS Current Assets Cash and deposits 7 105 824 24 907 Receivables 8 7 525 25 052 Advances and investments 1 000 1 000 Prepayments 51 281 973 Total Current Assets 165 630 51 932

Non-Current Assets Property, plant and equipment 9 2 754 302 2 438 638 Total Non-Current Assets 2 754 302 2 438 638

TOTAL ASSETS 2 919 932 2 490 570

LIABILITIES Current Liabilities Deposits held 13 & 20 4 057 3 413 Payables 10 12 617 48 348 Borrowings and advances 11 1 199 1 054 Provisions 12 6 652 6 020 Other liabilities 13 2 829 2 426 Total Current Liabilities 27 354 61 261

Non-Current Liabilities Deposits held 13 & 20 2 390 1 984 Borrowings and advances 11 81 028 82 227 Provisions 12 2 378 2 148 Total Non-Current Liabilities 85 796 86 359

TOTAL LIABILITIES 113 150 147 620

NET ASSETS 2 806 782 2 342 950 Financial EQUITY Contributed equity 1 253 232 825 013 Statements Land and buildings revaluation reserves 14 1 663 258 1 629 761 Accumulated deficit (109 708) (111 824) TOTAL EQUITY 2 806 782 2 342 950 6

The Balance Sheet is to be read in conjunction with the notes to the financial statements.

102 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Statement of Changes in Equity

› Statement of Changes in Equity FOR THE YEAR ENDED 3O JUNE 2012

Transactions with owners in Balance at Comprehensive their capacity Balance at 1 july result as owners 30 June 2011-12 Note $000 $000 $000 $000 Accumulated Deficit (111 824) 2 116 (109 708) Asset revaluation reserve 14 1 629 761 33 497 1 663 258 Capital - Transactions with Owners 825 013 825 013 Equity contributions Capital appropriation 113 163 113 163 Equity transfers in 231 231 Other 20 000 20 000 National partnership payments 297 925 297 925 Equity withdrawals Capital withdrawal (100) (100) Equity transfers (3 000) (3 000) 825 013 428 219 1 253 232

TOTAL EQUITY AT END OF FINANCIAL YEAR 2 342 950 35 613 428 219 2 806 782

2010-11 Accumulated Funds (42 956) (68 516) (111 472) Transfers from reserves (352) (352) (42 956) (68 868) (111 824) Asset revaluation reserves 14 1 496 691 133 070 1 629 761 Capital - Transactions with Owners 310 105 310 105 Equity contributions Capital appropriation 102 172 102 172 Equity transfers 1 447 1 447 Other 16 000 16 000 National partnership payments 396 889 396 889 Equity withdrawals Capital withdrawal (1 600) (1 600) 310 105 514 908 825 013

TOTAL EQUITY AT END OF FINANCIAL YEAR 1 763 840 64 202 514 908 2 342 950 6

The Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements.

ANNUAL REPORT 2011-12 103 › Cash Flow Statement

› Cash Flow Statement FOR THE YEAR ENDED 3O JUNE 2012 2012 2011 Note $000 $000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts Grants and subsidies received Current 84 825 42 047 Capital 21 911 2 122 Appropriation Northern Territory Treasury 180 591 193 337 Commonwealth 144 375 139 149 Receipts from sales of goods and services 133 863 68 375 Total Operating Receipts 565 565 445 030

Payments Payments to employees (58 985) (55 467) Payments for goods and services (129 910) (113 133) Grants and subsidies paid Current (225 803) (184 905) Capital (59 547) (145 714) Community service obligations (1 191) (1 239) Interest paid (10 681) (10 808) Total Payments (486 117) (511 266)

NET CASH FROM/(USED IN) OPERATING ACTIVITIES 15 79 448 (66 236)

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds from asset sales 5 66 3 065 Total Receipts 66 3 065

Payments Refund of goods and services tax (429 581) (466 007) Purchase of assests (429 581) (466 007)

NET CASH USED IN INVESTING ACTIVITIES (429 515) (462 942) Financial CASH FLOWS FROM FINANCING ACTIVITIES Receipts

Deposits received 1 050 297 Statements Equity contributions Capital appropriation 113 163 102 171 Commonwealth appropriation 297 925 396 889 Other equity contributions 20 000 16 000 Total Financing Receipts 432 138 515 357 Payments 6 Repayment of borrowings (1 054) (928) Equity withdrawals (100) (1 600) Total Payments (1 154) (2 528)

NET CASH FROM FINANCING ACTIVITIES 430 984 512 830 Net increase/(decrease) in cash held 80 917 (16 348) The Cash Flow Statement is to be Cash at beginning of financial year 24 907 41 255 read in conjunction with the notes to the CASH AT END OF FINANCIAL YEAR 7 105 824 24 907 financial statements.

104 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Index of Notes to the Financial Statements FOR THE YEAR ENDED 30 JUNE 2012

Note 1. Objectives and Funding 2. Statement of Significant Accounting Policies 3. Comprehensive Operating Statement by Output Group

INCOME 4. Other Administrative Expenses 5. Gain on Disposal of Assets

EXPENSES 6. Purchases of Goods and Services

ASSETS 7. Cash and Deposits 8. Receivables 9. Property, Plant and Equipment

LIABILITIES 10. Payables 11. Borrowings and Advances 12. Provisions 13. Other Liabilities

EQUITY 14. Reserves

OTHER DISCLOSURES 15. Notes to the Cash Flow Statement 16. Financial Instruments 17. Commitments 18. Contingent Liabilities and Contingent Assets 19. Events Subsequent to Balance Date 20. Accountable Officer’s Trust Account 21. Write-offs, Postponements, Waivers, Gifts and 6 Ex Gratia Payments

ANNUAL REPORT 2011-12 105 › Notes to the Financial Statements

1. OBJECTIVES AND FUNDING 2. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES The purpose of the Department of Housing, Local Government and Regional Services is to deliver social a) Basis of Accounting housing programs and related infrastructure across the The financial statements have been prepared in Territory, and build stronger regions and communities accordance with the requirements of the Financial through sustainable economic development and effective Management Act and related Treasurer’s Directions. The local government. Financial Management Act requires the Department of The agency also improves access to services for many Housing, Local Government and Regional Services to Territorians through interpreter and translator services, prepare financial statements for the year ended 30 June and it delivers water safety and animal welfare programs. based on the form determined by the Treasurer. The form of agency financial statements is to include: The agency is predominantly funded by, and is dependent on, the receipt of Parliamentary appropriations. The (i) a Certification of the Financial Statements financial statements encompass all funds through which (ii) a Comprehensive Operating Statement the agency controls resources to carry on its functions and (iii) a Balance Sheet deliver outputs. For reporting purposes, outputs delivered by the agency are summarised into three groups. Note 3 (iv) a Statement of Changes in Equity provides summary financial information in the form of a (v) a Cash Flow Statement Comprehensive Operating Statement by output group. (vi) applicable explanatory notes to the financial • Territory Housing Services statements.

• Local Government, Regional and Community Services The financial statements have been prepared using the • Indigenous Policy and Remote Services Coordination. accrual basis of accounting, which recognises the effect of financial transactions and events when they occur, rather than when cash is paid out or received. As part of the preparation of the financial statements, all intra agency transactions and balances have been eliminated.

Except where stated, the financial statements have also been prepared in accordance with the historical cost convention.

The form of the agency financial statements is also consistent with the requirements of Australian Accounting Standards. The effects of all relevant new and revised Standards and Interpretations issued by the Australian

Accounting Standards Board (AASB) that are effective for Financial the current annual reporting period have been evaluated. The Standards and Interpretations and their impacts are: Statements 6

106 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

b) Australian Accounting Standards and Interpretations Issued but not yet Effective

Standard/Interpretation Summary Effective for annual Impact on reporting periods financial beginning on or after statements

AASB 13 Fair Value Measurement, Replaces the guidance on fair value 1 Jan 2013 It is not likely to AASB 2011-8 Amendments to measurement in existing AASB have a material Australian Accounting Standards accounting literature with a single impact on the arising from AASB 13 [AASB 1, 2, 3, standard. The Standard defines agency in the 4, 5, 7, 9, 2009-11, 2010 7, 101, 102, fair value, provides guidance on period of initial 108, 110, 116, 117, 118, 119, 120, 121, how to determine fair value and adoption. 128, 131, 132, 133, 134, 136, 138, requires disclosures about fair value 139, 140, 141, 1004, 1023 & 1038 measurements. and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132]

AASB 9 Financial Instruments (Dec AASB 9 incorporates revised 1 Jan 2013 It is not likely to 2010), AASB 2010-7 Amendments requirements for the classification have a material to Australian Accounting Standards and measurement of financial impact on the arising from AASB 9 (Dec 2010) instruments resulting from the agency in the [AASB 1, 3, 4, 5, 7, 101, 102, 108, IASB’s project to replace IAS 39 period of initial 112, 118, 120, 121, 127, 128, 131, Financial Instruments: Recognition adoption. 132, 136, 137, 139, 1023 & 1038 and Measurement (AASB 139 and Interpretations 2, 5, 10, 12, 19 Financial Instruments: Recognition & 127] and Measurement).

AASB 2011-9 Amendments to Requires entities to group items 1 July 2012 It is not likely to Australian Accounting Standards presented in other comprehensive have a material – Presentation of Items of Other income on the basis of whether impact on the Comprehensive Income [AASB 1, 5, they are potentially reclassifiable to agency in the 7, 101, 112, 120, 121, 132, 133, 134, profit or loss subsequently. period of initial 1039 & 1049] adoption

c) Agency and Territory Items The Central Holding Authority also holds certain Territory assets not assigned to agencies as well as certain Territory The financial statements of the Department of Housing, liabilities that are not practical or effective to assign to Local Government and Regional Services include income, individual agencies such as unfunded superannuation and expenses, assets, liabilities and equity over which the long service leave. agency has control (Agency items). Certain items, while managed by the agency, are controlled and recorded by The Central Holding Authority recognises and records all the Territory rather than the agency (Territory items). Territory items, and as such, these items are not included Territory items are recognised and recorded in the Central in the agency’s financial statements. The Department of Holding Authority as discussed below. Housing, Local Government and Regional Services does not collect any Territory Items on behalf of the Central Central Holding Authority holding Authority. The Central Holding Authority is the ‘parent body’ that d) Comparatives represents the Government’s ownership interest in 6 Government-controlled entities. Where necessary, comparative information for the 2010-11 financial year has been reclassified to provide consistency The Central Holding Authority also records all Territory with current year disclosures. items, such as income, expenses, assets and liabilities controlled by the Government and managed by agencies e) Presentation and Rounding of Amounts on behalf of the Government. The main Territory item is Amounts in the financial statements and notes to the Territory income, which includes taxation and royalty financial statements are presented in Australian dollars revenue, Commonwealth general purpose funding (such and have been rounded to the nearest thousand dollars, as GST revenue), fines, and statutory fees and charges. with amounts of $500 or less being rounded down to zero.

ANNUAL REPORT 2011-12 107 › Notes to the Financial Statements

f) Changes in Accounting Policies Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or There have been no changes to accounting policies payable to, the ATO is included as part of receivables or adopted in 2011-12 as a result of management decisions. payables in the Balance Sheet. g) Accounting Judgments and Estimates Cash flows are included in the Cash Flow Statement The preparation of the financial report requires the on a gross basis. The GST components of cash flows making of judgments and estimates that affect the arising from investing and financing activities, which are recognised amounts of assets, liabilities, revenues and recoverable from, or payable to, the ATO are classified as expenses and the disclosure of contingent liabilities. operating cash flows. Commitments and contingencies The estimates and associated assumptions are based on are disclosed net of the amount of GST recoverable or historical experience and various other factors that are payable unless otherwise specified. believed to be reasonable under the circumstances, the results of which form the basis for making judgments i) Income Recognition about the carrying values of assets and liabilities that are Income encompasses both revenue and gains. not readily apparent from other sources. Actual results may differ from these estimates. Income is recognised at the fair value of the consideration received, exclusive of the amount of GST. Exchanges The estimates and underlying assumptions are reviewed of goods or services of the same nature and value on an ongoing basis. Revisions to accounting estimates without any cash consideration being exchanged are not are recognised in the period in which the estimate is recognised as income. revised if the revision affects only that period, or in the period of the revision and future periods if the revision Grants and Other Contributions affects both current and future periods. Grants, donations, gifts and other non-reciprocal Judgments and estimates that have significant effects contributions are recognised as revenue when the on the financial statements are disclosed in the relevant agency obtains control over the assets comprising the notes to the financial statements. Notes that include contributions. Control is normally obtained upon receipt. significant judgments and estimates are: Contributions are recognised at their fair value. • Employee Benefits – Note 2(t) and Note 12: Non- Contributions of services are only recognised when a fair current liabilities in respect of employee benefits are value can be reliably determined and the services would measured as the present value of estimated future cash be purchased if not donated. outflows based on the appropriate Government bond Appropriation rate, estimates of future salary and wage levels and employee periods of service. Output appropriation is the operating payment to each agency for the outputs they provide and is calculated as • Contingent Liabilities – Note 18: The present value the net cost of agency outputs after taking into account of material quantifiable contingent liabilities are funding from agency income. It does not include any

calculated using a discount rate based on the published Financial allowance for major non-cash costs such as depreciation. 10-year Government bond rate. • Allowance for Impairment Losses – Note 2(n), 8: Commonwealth appropriation follows from the Receivables and 16: Financial Instruments. Intergovernmental Agreement on Federal Financial Statements Relations, resulting in Special Purpose Payments (SPPs) • Depreciation and Amortisation – Note 2(k), Note 9: and National Partnership (NP) payments being made Property, Plant and Equipment. by the Commonwealth Treasury to state treasuries, in h) Goods and Services Tax a manner similar to arrangements for GST payments. These payments are received by Treasury on behalf of Income, expenses and assets are recognised net of the the Central Holding Authority and then on passed to the amount of Goods and Services Tax (GST), except where the relevant agencies as Commonwealth appropriation. 6 amount of GST incurred on a purchase of goods and services is not recoverable from the Australian Tax Office (ATO). In Revenue in respect of appropriations is recognised in the these circumstances the GST is recognised as part of the cost period in which the agency gains control of the funds. of acquisition of the asset or as part of the expense.

108 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

Sale of Goods j) Repairs and Maintenance Expense Revenue from the sale of goods is recognised (net of Funding is received for repairs and maintenance works returns, discounts and allowances) when: associated with agency assets as part of output revenue. Costs associated with repairs and maintenance works on • the significant risks and rewards of ownership of the agency assets are expensed as incurred. goods have transferred to the buyer • the agency retains neither continuing managerial k) Depreciation and Amortisation Expense involvement to the degree usually associated with Items of property, plant and equipment, including ownership nor effective control over the goods sold buildings but excluding land, have limited useful lives • the amount of revenue can be reliably measured and are depreciated or amortised using the straight-line method over their estimated useful lives. • it is probable that the economic benefits associated with the transaction will flow to the agency Amortisation applies in relation to intangible non-current • the costs incurred or to be incurred in respect of the assets with limited useful lives and is calculated and transaction can be measured reliably. accounted for in a similar manner to depreciation.

Rendering of Services The estimated useful lives for each class of asset are in accordance with the Treasurer’s Directions and are Revenue from rendering services is recognised by determined as follows: reference to the stage of completion of the contract. The revenue is recognised when: 2012 2011 Urban buildings 50 years 50 years • the amount of revenue, stage of completion and transaction costs incurred can be reliably measured, and Remote area buildings 40 years 40 years • it is probable that the economic benefits associated Leased building Remaining Remaining upgrades period of lease period of lease with the transaction will flow to the entity. Plant and equipment 5 years 5 years Interest Revenue

Interest revenue is recognised as it accrues, taking into Assets are depreciated or amortised from the date of account the effective yield on the financial asset. acquisition or from the time an asset is completed and held ready for use. Where an asset is revalued due Goods and Services Received Free of Charge to capital construction or upgrade, or due to market movements, the useful life is reassessed and the annual Goods and services received free of charge are depreciation charge is adjusted to reflect the new value of recognised as revenue when a fair value can be the asset. reliably determined and the resource would have been purchased if it had not been donated. Use of the l) Interest Expense resource is recognised as an expense. Interest expenses include interest and finance lease Disposal of Assets charges. Interest expenses are expensed in the period in which they are incurred. A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the m) Cash and Deposits buyer, usually when an unconditional contract of sale is signed. The gain or loss on disposal is calculated as the For the purposes of the Balance Sheet and the Cash Flow difference between the carrying amount of the asset at Statement, cash includes cash on hand, cash at bank and the time of disposal and the net proceeds on disposal. cash equivalents. Cash equivalents are highly liquid short- Refer also to Note 5. term investments that are readily convertible to cash. Cash at bank includes monies held in the Accountable 6 Contributions of Assets Officer’s Trust Account (AOTA) that are ultimately payable to the beneficial owner – refer also to Note 20. Contributions of assets and contributions to assist in the acquisition of assets, being non reciprocal transfers, are recognised, unless otherwise determined by Government, as gains when the agency obtains control of the asset or contribution. Contributions are recognised at the fair value received or receivable.

ANNUAL REPORT 2011-12 109 › Notes to the Financial Statements

n) Receivables Construction (Work in Progress) Receivables include accounts receivable and other As part of the financial management framework, the receivables and are recognised at fair value less any Department of Construction and Infrastructure is allowance for impairment losses. responsible for managing general government capital works projects on a whole of Government basis. The allowance for impairment losses represents the Therefore appropriation for some agency capital works amount of receivables the agency estimates are likely to is provided directly to the Department of Construction be uncollectible and are considered doubtful. Analysis and Infrastructure and the cost of construction work in of the age of the receivables that are past due as at the progress is recognised as an asset of that Department. reporting date are disclosed in an aging schedule under Once completed, capital works assets are transferred to credit risk in Note 16 Financial Instruments. Reconciliation the agency. of changes in the allowance accounts is also presented. Rental Dwellings Rental and Other Charges Acquisitions The collectability of debts is assessed at year end for current rental, current maintenance and other debtors. Constructed rental dwellings, upgrading costs and An allowance for doubtful debts is made when there is minor capital works carried out on existing rental objective evidence that a rental receivable is impaired. It dwellings are recorded at their expended completed is not considered practical to provide a specific allowance. contract price, including tendering costs, contract The amount of the allowance as such has been measured management and supervision fees and all fees and as the difference between the carrying amount and the charges relating to construction as property assets. future cash flows expected to be received within the next Rental dwelling contracts not completed at 30 June 12 months from each category of rental debtor. 2012 are stated as Works in Progress.

o) Property, Plant and Equipment Demolitions / Gifts Obsolete rental dwellings demolished and dwellings Acquisitions which are gifted or reverted under land rights legislation All items of property, plant and equipment with a cost, are written off in the financial year of occurrence. The or other value, equal to or greater than $10 000 are write-offs represent the written down historical cost recognised in the year of acquisition and depreciated as component of such dwellings. Appropriate adjustments outlined below. Items of property, plant and equipment are made against the asset revaluation reserve where below the $10 000 threshold are expensed in the year of previous revaluations have occurred. acquisition. Sales The construction cost of property, plant and equipment Dwellings to be sold are valued immediately prior to includes the cost of materials and direct labour, and an the sale. The agency’s policy is to record the difference appropriate proportion of fixed and variable overheads. between the sale price and the asset carrying amount

Complex Assets as a gain or loss on sale. Financial Major items of plant and equipment comprising a number p) Revaluations and Impairment

of components that have different useful lives, are Statements accounted for as separate assets. The components may Revaluation of Assets be replaced during the useful life of the complex asset. Subsequent to initial recognition, assets belonging to the following classes of non-current assets are revalued with Subsequent Additional Costs sufficient regularity to ensure that the carrying amount of Costs incurred on property, plant and equipment these assets does not differ materially from their fair value subsequent to initial acquisition are capitalised when at reporting date: it is probable that future economic benefits in excess 6 of the originally assessed performance of the asset will • land flow to the agency in future years. Where these costs • buildings. represent separate components of a complex asset, they are accounted for as separate assets and are separately depreciated over their expected useful lives.

110 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

Fair value is the amount for which an asset could be agency determines the asset’s recoverable amount as the exchanged, or liability settled, between knowledgeable, asset’s depreciated replacement cost for remote assets willing parties in an arms-length transaction. Land and and fair value less costs to sell for urban assets. buildings held by the agency that are not classified for rental use have not been revalued by the agency during Non-current physical and intangible agency assets are the year ended 30 June 2012. assessed for indicators of impairment on an annual basis. If an indicator of impairment exists, the agency Plant and equipment are stated at historical cost less determines the asset’s recoverable amount. The asset’s depreciation, which is deemed to equate to fair value. recoverable amount is determined as the higher of the asset’s depreciated replacement cost and fair value less Urban Rental Properties costs to sell. Any amount by which the asset’s carrying An independent valuation of urban rental properties amount exceeds the recoverable amount is recorded as an was completed at 30 June 2012 by the Australian impairment loss. Valuation Office, the results of which are reflected in Impairment losses are recognised in the Comprehensive these financial statements. The basis for the valuation Operating Statement. They are disclosed as an expense of urban rental properties is that of ‘fair value’ being unless the asset is carried at a revalued amount. the amount for which an asset could be exchanged Where the asset is measured at a revalued amount, the between knowledgeable willing parties in an arm’s impairment loss is offset against the asset revaluation length transaction. The agency has adopted the policy surplus for that class of asset to the extent that an of revaluing its urban rental properties which consists available balance exists in the asset revaluation surplus. of land, houses, flat complexes and interest in body corporate, every year to ensure that the carrying In certain situations, an impairment loss may amount does not differ materially from their fair value at subsequently be reversed. Where an impairment loss is reporting date. subsequently reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable Where the carrying amount of any urban rental property amount. A reversal of an impairment loss is recognised was determined to be greater than its recoverable amount in the Comprehensive Operating Statement as income, the carrying amount of that dwelling has been written down unless the asset is carried at a revalued amount, in which to its recoverable amount. Details of the related carrying case the impairment reversal results in an increase in the amount written down and any recoverable amount write asset revaluation surplus. Note 14 provides additional downs have been disclosed in the financial statements. information in relation to the asset revaluation surplus. Existing urban rental properties that have incurred major q) Assets Held for Sale renovations or upgrading costs are revalued as soon as possible after the contract has been completed for those No assets were held for sale during the financial year. works. Useful lives of all urban rental dwellings have been reassessed at the time of valuation. r) Leased Assets Leases under which the agency assumes substantially Remote Rental Dwellings all the risks and rewards of ownership of an asset are The Australian Valuation Office completed an independent classified as finance leases. Other leases are classified as valuation of remote rental dwellings at 30 June 2012, operating leases. the results of which are reflected in these financial statements. The agency has adopted the policy of Finance Leases revaluing its remote rental dwellings at 30 June each The agency did not enter into any finance leases during year. Remote rental dwellings are measured on the basis the year. of ‘fair value’ using the replacement cost methodology. The useful lives of all remote rental dwellings are also 6 reassessed at the time of valuation. Impairment of Assets An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount.

The agency has adopted the policy of revaluing its rental property assets annually to ensure that asset’s are carried at amounts that are not in excess of their recoverable amounts. Where indications of impairment exist the

ANNUAL REPORT 2011-12 111 › Notes to the Financial Statements

Operating Leases u) Superannuation Operating lease payments made at regular intervals Employees’ superannuation entitlements are provided throughout the term are expensed when the payments through the: are due, except where an alternative basis is more representative of the pattern of benefits to be derived • Northern Territory Government and Public Authorities from the leased property. Lease incentives under Superannuation Scheme (NTGPASS) an operating lease of a building or office space is • Commonwealth Superannuation Scheme (CSS) recognised as an integral part of the consideration for • non-government employee-nominated schemes for those the use of the leased asset. Lease incentives are to be employees commencing on or after 10 August 1999. recognised as a deduction of the lease expenses over the term of the lease. The agency makes superannuation contributions on behalf of its employees to the Central Holding Authority s) Payables or non-government employee-nominated schemes. Liabilities for accounts payable and other amounts Superannuation liabilities related to government payable are carried at cost, which is the fair value of superannuation schemes are held by the Central Holding the consideration to be paid in the future for goods and Authority and as such are not recognised in agency services received, whether or not billed to the agency. financial statements. Accounts payable are normally settled within 30 days. v) Contributions by and Distributions to Government t) Employee Benefits The agency may receive contributions from Government Provision is made for employee benefits accumulated where the Government is acting as owner of the as a result of employees rendering services up to the agency. Conversely, the agency may make distributions reporting date. These benefits include wages and salaries to Government. In accordance with the Financial and recreation leave. Liabilities arising in respect of wages Management Act and Treasurer’s Directions, certain types and salaries, recreation leave and other employee benefit of contributions and distributions, including those relating liabilities that fall due within twelve months of reporting to administrative restructures, have been designated as date are classified as current liabilities and are measured contributions by, and distributions to, Government. These at amounts expected to be paid. Non-current employee designated contributions and distributions are treated by benefit liabilities that fall due after twelve months of the the agency as adjustments to equity. reporting date are measured at present value, calculated using the Government long-term bond rate. The Statement of Changes in Equity provides additional information in relation to contributions by, and No provision is made for sick leave, which is non-vesting, distributions to, Government. as the anticipated pattern of future sick leave to be taken is less than the entitlement accruing in each reporting period. w) Commitments Disclosures in relation to capital and other commitments, Employee benefit expenses are recognised on a net basis including lease commitments are shown at Note 17.

in respect of the following categories: Financial Commitments are those contracted as at 30 June where the • wages and salaries, non-monetary benefits, recreation amount of the future commitment can be reliably measured. leave, sick leave and other leave entitlements Statements • other types of employee benefits.

As part of the Financial Management Framework, the Central Holding Authority assumes the long service leave liabilities of Government agencies, including the Department of Housing, Local Government and Regional Services and as such no long service leave liability is 6 recognised in agency financial statements.

112 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

3. COMPREHENSIVE OPERATING Territory Housing Local Government, Indigenous Policy Total STATEMENT BY OTPUT GROUP Services Regional and and Remote Services Community Services Coordination Note 2012 2011 2012 2011 2012 2011 2012 2011 $000 $000 $000 $000 $000 $000 $000 $000

INCOME Grants and subsidies revenue Current 9 268 14 750 65 671 43 797 9 886 300 84 825 58 847 Capital 21 911 2 122 21 911 2 122 Appropriation Output 159 552 140 362 19 414 49 400 1 625 3 575 180 591 193 337 Commonwealth 139 084 135 904 5 291 3 245 144 375 139 149 Sales of goods and services (b) 54 181 52 607 2 312 2 107 19 185 56 512 54 899 Goods and services received free of charge 4 6 750 6 560 821 790 69 30 7 640 7 380 Gain on disposal of assets 5 12 573 12 573 Other income 4 648 1 046 17 1 246 20 4 685 2 292 TOTAL INCOME 395 406 353 924 93 526 100 585 11 619 4 090 500 551 458 599

EXPENSES Employee expenses 42 183 41 041 13 262 12 891 4 712 2 296 60 157 56 228 Administrative expenses Purchases of goods and services 6 22 850 25 372 6 437 5 465 1 887 1 366 31 174 32 203 Repairs and maintenance 27 764 21 800 81 217 1 1 27 846 22 018 Property management 38 414 33 318 660 315 159 43 39 233 33 676 Depreciation and amortisation 9 & 14 33 611 28 316 110 74 10 5 33 731 28 395 Other administrative expenses 8 182 11 109 821 790 69 30 9 072 11 929 Grants and subsidies expenses Current 59 359 105 340 102 556 79 564 63 888 1 225 803 184 905 Capital 24 896 141 266 19 193 4 448 15 458 59 547 145 714 Community service obligations 1 191 1 239 1 191 1 239 Interest expenses 10 681 10 808 10 681 10 808 TOTAL EXPENSES 269 131 419 609 143 120 103 764 86 184 3 742 498 435 527 115

NET SURPLUS/(DEFICIT) 126 275 (65 685) (49 594) (3 179) (74 565) 348 2 116 (68 516)

OTHER COMPREHENSIVE INCOME Asset revaluation/realisation reserve 14 33 497 133 070 33 497 133 070 Transfers to asset revaluation reserve (352) (352) TOTAL OTHER COMPREHENSIVE INCOME 33 497 132 718 33 497 132 718

COMREHENSIVE RESULT 159 772 67 033 (49 594) (74 565) 35 613 64 202 6

This Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.

ANNUAL REPORT 2011-12 113 › Notes to the Financial Statements

4. OTHER ADMINISTRATIVE EXPENSES 8. RECEIVABLES

2012 2011 2012 2011 $000 $000 $000 $000 Current Goods and services received free of charge – 7 640 7 380 Accounts receivable 15 539 29 568 Department of Business and Employment Less: Allowance for impairment losses (10 629) (9 131) Gifted assets 3 418 4 910 20 437 Write offs and doubtful debts expensed 1 432 1 131 GST receivables 2 615 4 615

TOTAL OTHER ADMINISTRATIVE EXPENSES 9 072 11 929 TOTAL RECEIVABLES 7 525 25 052

5. GAIN ON DISPOSAL OF ASSETS 9. PROPERTY, PLANT AND EQUIPMENT 2012 2011 $000 $000 2012 2011 $000 $000 Net proceeds from the disposal of non-current assets 66 3 065 Land Less: Carrying value of non-current (54) (2 492) At fair value 1 794 1 794 assets disposed Buildings: Housing rental properties

GAIN ON THE DISPOSAL OF Urban rental properties NON-CURRENT ASSETS 12 573 Urban vacant land at fair value 13 229 8 592 Urban improved land at fair value 862 355 834 339 Urban buildings at fair value 711 466 709 003 1 587 050 1 551 934 6. PURCHASES OF GOODS AND SERVICES Remote rental properties Remote vacant land at replacement cost 683 69 The net surplus/(deficit) has been arrived at 2012 2011 Remote improved land at replacement cost 5 592 6 340 after charging the following expenses: $000 $000 Remote buildings at replacement cost 272 954 296 245 Goods and services expenses: Less: Accumulated depreciation (54 706) (48 740) Consultants 4 257 6 453 224 523 253 914 Advertising, marketing and promotion 951 963 TOTAL VALUE OF HOUSING Document production 228 62 RENTAL PROPERTIES 1 811 573 1 805 848 Legal expenses 261 553 Recruitment 362 164 Construction (Work in Progress) Training and study 1 112 765 At capitalised cost 936 056 625 224 Official duty fares 2 367 2 071 Plant and Equipment Travelling allowance 906 902 At fair value 8 023 7 885 Financial Other operating expenses 20 730 20 270 Less: Accumulated depreciation (3 154) (2 127) 4 869 5 758 TOTAL GOODS AND SERVICE EXPENSES 31 174 32 203

Computer Hardware Statements At capitalised cost 64 64 Less: Accumulated depreciation (54) (50) 10 14 7. CASH AND DEPOSITS TOTAL PROPERTY, PLANT 2 754 302 2 438 638 2012 2011 AND EQUIPMENT $000 $000 Cash on hand 49 11 6 Cash at bank 105 775 24 896

TOTAL CASH AND DEPOSITS 105 842 24 907

114 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

Property, Plant and Equipment Valuations The basis for the valuation of urban rental properties is that of ‘fair value’, being the amount for which an asset could be exchanged between knowledgeable willing parties in an arms length transaction. As the value of these assets is updated, all depreciation relating to these assets is transferred to the asset revaluation reserve.

Impairment of Property, Plant and Equipment Agency property, plant and equipment assets were assessed for impairment as at 30 June 2012. No impairment adjustments were required as a result of this review.

2012 Property, Plant and Equipment Reconciliations A reconciliation of the carrying amount of property, plant and equipment at the beginning and end of 2011-12 is set out below: Land Buildings Construction Plant and Leased Total (Work in Equipment Plant and Progress) Equipment $000 $000 $000 $000 $000 $000 CARRYING AMOUNT AS AT 1 JULY 2011 1 794 1 805 848 625 224 5 758 14 2 438 638 Additions 7 980 360 834 368 814 Disposals (54) (54) Depreciation (5 966) (1 028) (4) (6 998) Additions/(Disposals) from asset transfers (3 000) (50 002) 139 (52 863) Revaluation increments/(decrements) 6 765 6 765

CARRYING AMOUNT AS AT 30 JUNE 2012 1 794 1 811 573 936 056 4 869 10 2 754 302

2011 Property, Plant and Equipment Reconciliations A reconciliation of the carrying amount of property, plant and equipment at the beginning and end of 2010-11 is set out below: Land Buildings Construction Plant and Leased Total (Work in Equipment Plant and Progress) Equipment $000 $000 $000 $000 $000 $000 CARRYING AMOUNT AS AT 1 JULY 2010 12 666 1 534 969 280 794 851 8 1 829 288 Additions 1 561 507 936 (19) 19 509 497 Disposals (1 003) (1 489) (2 492) Depreciation (5 787) (412) (13) (6 212) Additions/(Disposals) from asset transfers (8 789) 164 978 (163 506) 5 338 (1 979) Revaluation increments/(decrements) (2 641) 113 177 110 536 6 CARRYING AMOUNT AS AT 30 JUNE 2011 1 794 1 805 848 625 224 5 758 14 2 438 638

ANNUAL REPORT 2011-12 115 › Notes to the Financial Statements

10. PAYABLES 13. OTHER LIABILITIES

2012 2011 2012 2011 $000 $000 $000 $000 Accounts payable 8 006 3 534 Current Accrued expenses 4 583 44 785 Deposits held 4 057 3 413 Interest payable 28 29 Unearned revenue - rent charged / paid in 2 829 2 426 advance TOTAL PAYABLES 12 617 48 348 6 886 5 839

Non-current Deposits held – rental security bond deposits 2 390 1 984

11. BORROWINGS AND ADVANCES TOTAL OTHER LIABILITIES 9 276 7 823 2012 2011 $000 $000 Current Loans and advances 1 199 1 054 14. RESERVES Non-Current 2012 2011 Loans and advances 81 028 82 227 $000 $000 TOTAL BORROWINGS AND ADVANCES 82 227 83 281 Asset Revaluation Surplus (i) Nature and purpose of the asset revaluation surplus The asset revaluation surplus includes the net revaluation increments and decrements arising 12. PROVISIONS from the revaluation of non-current Land 2012 2011 and Buildings. Impairment adjustments may also be recognised in the Land and Buildings $000 $000 Revaluation Surplus. Current (ii) Movements in the asset revaluation Employee benefits surplus Recreation leave 4 681 4 250 Balance as at 1 July 1 629 761 1 496 691 Leave loading 739 614 Increment/(Decrement) - land 34 632 (2 641) Recreation leave fares 92 94 Increment/(Decrement) - buildings (27 867) 113 529 Other current provisions Transfer accumulated depreciation to reserve 26 732 22 182 Fringe benefits tax 114 127 Payroll tax 466 476 BALANCE AS AT 30 JUNE 1 663 258 1 629 761 Superannuation contributions 560 459 6 652 6 020 Financial Non-Current Employee benefits

Recreation leave 2 378 2 148 Statements 2 378 2 148

TOTAL PROVISIONS 9 030 8 168 6

116 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

15. NOTES TO THE CASH FLOW STATEMENT b) Credit Risk The agency has limited credit risk exposure (risk of default). 2012 2011 In respect of any dealings with organisations external $000 $000 to Government, the agency has adopted a policy of only Reconciliation of Cash dealing with credit worthy organisations and obtaining Reconciliation of Net Surplus/(Deficit) to Net sufficient collateral or other security where appropriate, as a Cash from Operating Activities means of mitigating the risk of financial loss from defaults. Net Surplus/(Deficit) 2 116 (68 516) Non-cash items: Based on historic default rates, the Department of Housing, Depreciation and amortisation 33 731 28 395 Local Government and Regional Services believes that no Repairs and maintenance expense - non-cash 92 9 impairment allowance is necessary in respect of receivables Asset donations/gifts 3 418 from government agencies including Local Government Gain on disposal of assets (12) (573) organisations, rental and sundry debts less than two months Changes in assets and liabilities: old, ceased rental and sundry debts less than one month Decrease/(Increase) in receivables 17 527 (21 084) old, and bond assistance debts less than one month old. Increase in prepayments (40 308) (148) Decrease/(Increase) in other assets 17 277 The carrying amount of financial assets recorded in the (Decrease)/Increase in payables 7 759 (8 906) financial statements, net of any allowances for losses, Increase in provision for employee benefits 785 486 represents the agency’s maximum exposure to credit risk Increase in other provisions 78 107 without taking account of the value of any collateral or Increase in other liabilities 403 576 other security obtained. Receivables NET CASH FROM OPERATING ACTIVITIES 79 448 (66 236) Receivable balances are monitored on an ongoing basis to ensure that exposure to bad debts is not significant. 16. FINANCIAL INSTRUMENTS A reconciliation and aging analysis of receivables is A financial instrument is a contract that gives rise to a presented below. financial asset of one entity and a financial liability or Aging of equity instrument of another entity. Financial instruments Aging of Impaired Net Receivables Receivables Receivables held by the Department of Housing, Local Government $000 $000 $000 and Regional Services include cash and deposits, 2011-12 receivables, and payables. The Department of Housing, Not overdue 2 224 2 224 Local Government and Regional Services has limited Overdue for less than 30 days 478 34 444 exposure to financial risks as discussed below. Overdue for 30 to 60 days 591 115 476 a) Categorisation of Financial Instruments Overdue for more than 60 days 12 246 10 480 1 766 Total 15 539 10 629 4 910 The carrying amounts of the Department of Housing, Local Government and Regional Services financial assets and RECONCILIATION OF THE ALLOWANCE FOR IMPAIRMENT LOSSES liabilities by category are disclosed in the table below. Opening 9 131 Increase in allowance recognised 1 498 in profit or loss 2012 2011 $000 $000 Total 10 629 Financial Assets 2010-11 Cash and deposits 105 824 24 907 Not overdue 18 738 18 738 Loans and receivables 8 525 26 052 Overdue for less than 30 days 515 30 485 Pre payments 51 281 973 Overdue for 30 to 60 days 391 146 245 Overdue for more than 60 days 9 924 8 955 969 6 Financial Liabilities Total 29 568 9 131 20 437 Deposits held - Trust 6 447 5 397 RECONCILIATION OF THE ALLOWANCE FOR IMPAIRMENT LOSSES Unearned revenue 2 828 2 426 Opening 8 793 Payables 12 617 48 348 Written off during the year (897) Provisions 9 030 8 168 Increase in allowance recognised 1 235 Borrowings and advances 82 227 83 281 in profit or loss TOTAL 9 131

ANNUAL REPORT 2011-12 117 › Notes to the Financial Statements

c) Liquidity Risk Liquidity risk is the risk that the agency will not be able to meet its financial obligations as they fall due. The agency’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet its liabilities when they fall due.

The following tables detail the agency’s remaining contractual maturity for its financial assets and liabilities. It should be noted that these values are undiscounted, and consequently totals may not reconcile to the carrying amounts presented in the Balance Sheet.

2012 Maturity analysis for financial assets and liabilities

Interest Bearing

Fixed or Less than More than Non Interest Weighted Variable a Year 1 to 5 Years 5 Years Bearing Total Average $000 $000 $000 $000 $000 $000 $000 Assets Cash and deposits 105 824 105 824 Receivables 7 525 7 525 Advances 51 281 51 281 Investment, loans and placements 1 000 1 000

TOTAL FINANCIAL ASSETS 165 630 165 630

Liabilities Deposits held 9 276 9 276 Payables 12 617 12 617 Provisions 9 030 9 030 Borrowings 1 199 81 028 82 227 12.9

TOTAL FINANCIAL LIABILITIES 1 199 81 028 30 923 113 150

2011 Maturity analysis for financial assets and liabilities

Interest Bearing Financial

Fixed or Less than More than Non Interest Weighted Variable a Year 1 to 5 Years 5 Years Bearing Total Average

$000 $000 $000 $000 $000 $000 $000 Statements Assets Cash and deposits 24 907 24 907 Receivables 25 052 25 052 Advances 973 973 Investment, loans and placements 1 000 1 000

TOTAL FINANCIAL ASSETS 51 932 51 932 6

Liabilities Deposits held 7 823 7 823 Payables 48 348 48 348 Provisions 8 168 8 168 Borrowings 83 281 83 281 12.9

TOTAL FINANCIAL LIABILITIES 83 281 64 339 147 620

118 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

d) Market Risk e) Net Fair Value Market risk is the risk that the fair value of future cash flows The fair value of financial instruments is estimated using of a financial instrument will fluctuate because of changes in various methods. These methods are classified into the market prices. It comprises interest rate risk, price risk and following levels: currency risk. Level 1 - derived from quoted prices in active markets for i) Interest Rate Risk identical assets or liabilities.

The Department of Housing, Local Government and Level 2 - derived from inputs other than quoted prices that Regional Services has limited exposure to interest rate risk are observable directly or indirectly. as agency financial assets and financial liabilities, with the exception of Treasury loans are non interest bearing. Level 3 - derived from inputs not based on observable market data. Market Sensitivity Analysis Total Net Fair Net Fair Net Fair Net Fair Changes in the variable rates of 100 basis points (1 per Carrying Value Value Value Value cent) at reporting date would have the following effect on Amount Level 1 Level 2 Level 3 Total the agency’s profit or loss and equity. $000 $000 $000 $000 $000 2012 Profit or Loss and Equity FINANCIAL ASSETS 100 100 Cash and deposits 105 824 105 824 105 824 basis points basis points Receivables 8 525 8 525 8 525 increase decrease Advances & investments 51 281 51 281 51 281 $000 $000 Total Financial Assets 165 630 165 630 165 630 30 JUNE 2012 Financial assets - cash at bank 1 058 (1 058) FINANCIAL LIABILITIES Financial assets - receivable loans 10 (10) Deposits held 9 276 9 276 9 276 Financial liabilities - borrowings (822) 822 Payables 12 617 12 617 12 617 NET SENSITIVITY 246 (246) Provisions 9 030 9 030 9 030 Borrowings & advances 82 227 132 926 132 926 30 JUNE 2011 Financial assets - cash at bank 249 (249) Total Financial Liabilities 113 150 30 923 132 926 163 849 Financial assets - receivable loans 10 (10) 2011 Financial liabilities - borrowings (833) 833 FINANCIAL ASSETS NET SENSITIVITY (574) 574 Cash and deposits 24 907 24 907 24 907 Receivables 26 052 26 052 26 052 Advances & investments 973 973 973 ii) Price Risk Total Financial Assets 51 932 51 932 51 932 The Department of Housing, Local Government and Regional Services is not exposed to price risk as it does not FINANCIAL LIABILITIES hold units in unit trusts. Deposits held 7 823 7 823 7 823 iii) Currency Risk Payables 48 348 48 348 48 348 Provisions 8 168 8 168 8 168 The Department of Housing, Local Government and Borrowings & advances 83 281 123 987 123 987 Regional Services is not exposed to currency risk as it does not hold borrowings denominated in foreign currencies or Total Financial Liabilities 147 620 64 339 123 987 188 326 6 transactional currency exposures arising from purchases in a foreign currency.

119 ANNUAL REPORT 2011-12 › Notes to the Financial Statements

17. COMMITMENTS 19. EVENTS SUBSEQUENT TO BALANCE DATE 2012 2011 $000 $000 Since the reporting date amendments to the Administrative Arrangements Order for the public sector (i) Capital Expenditure Commitments were gazetted on 4 September 2012 outlining the Capital expenditure commitments primarily relate to the construction of urban and remote housing restructure of the machinery of government. From this and essential services. Capital expenditure date The Department of Housing, Local Government and commitments contracted for at balance date but Regional Services functions were allocated across three not recognised as liabilities are payable as follows: new agencies reporting to three new Ministers and two Within one year 128 455 320 043 Chief Executives. Later than one year and not later than five years 9 913 Later than five years Agency Minister Chief Executive 128 455 329 956 Department of Housing The Hon Peter John Baskerville (ii) Other Expenditure Commitments Chandler, MLA Other non-cancellable expenditure commitments Department of Local Government The Hon Adam John Baskerville not recognised as liabilities are payable as follows: Giles, MLA Within one year 34 277 39 679 Department of Regional The Hon Alison Rob Kendrick Development and Indigenous Anderson, MLA (Acting) Later than one year and not later than five years 5 058 Advancement Later than five years 34 277 44 737 The Water Safety division and function transfers from (iii) Operating Lease Commitments Local Government to the Department of Sport and The agency leases property under non-cancellable Recreation; and the Government Business Division NT operating leases expiring from 1 to 13 years. Leases Home Ownership will be administered in accordance with generally provide the agency with a right of renewal at which time all lease terms are renegotiated. The the Financial Management Act by the Department agency also leases items of plant and equipment of Housing. under non-cancellable operating leases. Future operating lease commitments not recognised as liabilities are payable as follows: 20. ACCOUNTABLE OFFICER’S TRUST ACCOUNT Within one year 6 040 6 893 Later than one year and not later than five years 2 274 5 045 In accordance with section 7 of the Financial Management Later than five years 9 500 5 350 Act, an Accountable Officer’s Trust Account has been 17 814 17 288 established for the receipt of money to be held in trust. A summary of activity is shown below:

NATURE OF TRUST MONEY Opening Receipts Payments Closing 18. CONTINGENT LIABILITIES & CONTINGENT ASSETS Ballance Balance 1 Jul 2011 30 Jun 2012 a) Contingent Liabilities $000 $000 $000 $000 Financial Territory Housing Appeals Board members in Alice Springs and Jabiru Town Development 3 238 137 (100) 3 275 Authority Darwin are indemnified against all actions, proceedings, claims,

Unclaimed money 168 614 782 Statements demands, liabilities, losses, expenses (legal or otherwise) and Tenants security bond deposits 1 984 479 (73) 2 390 payments whatsoever arising out of or in respect of an act or Contractors retention 7 (7) thing done or omitted to be done by members in their capacity as a member of the board. To date there have been no claims. 5 397 1 230 (180) 6 447

b) Contingent Assets The Department of Housing, Local Government and 6 Regional Services had no contingent assets as at 30 June 2012 or 30 June 2011.

120 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Notes to the Financial Statements

21. WRITE-OFFS, POSTPONEMENTS, WAIVERS, GIFTS AND EX GRATIA PAYMENTS

Agency Agency No. of No. of 2012 Trans. 2011 Trans. $000 $000 $000 $000

Write-offs, Postponements and Waivers Under the Financial Management Act Represented by: Amounts written off, postponed and waived by Delegates Irrecoverable amounts payable to the 407 955 Territory or an agency written off Losses or deficiencies of money written off Public property written off Waiver or postponement of right to receive or recover money or property Total Written Off, Postponed and 407 955 Waived by Delegates

Amounts written off, postponed and waived by the Treasurer Irrecoverable amounts payable to the 341 155 Territory or an agency written off Losses or deficiencies of money written off Public property written off Waiver or postponement of right to 149 40 receive or recover money or property Total Written Off, Postponed and 490 195 Waived by the Treasurer

Write-offs, Postponements and Waivers Authorised Under Other Legislation

Gifts Under the Financial 3 418 1 Management Act

6

ANNUAL REPORT 2011-12 121 122 123 $ net surplus result for 2011-12 $ total assets as at 30 June 2012

NT Home Ownership Financial Statements › NT Home Ownership › Chief Financial Officer’s Report

› Chief Financial Officer’s Report

NT Home Ownership has been NT Home Ownership has continued to show a positive outcome in its financial performance, posting a net surplus operating for four years as a in operating activities after income tax of $1.3 million in Government Business Division 2011-12. The comprehensive result was down from the previous year’s net surplus of $3.9 million, largely due to (an Agency or part of an Agency the income tax adjustment in 2011-12. The entities largest source of income is interest revenue from loans which established under the Financial comprises 81 per cent of total income of $12.8 million. Total Management Act that recovers expenses of $11.3 million include $8.5 million in interest payable on borrowings from NT Treasury Corporation. a significant proportion of its Administrative expense predominantly relate to Territory operating costs through Insurance Office administration fees and marketing and promotion costs associated with land release. user charges). At 30 June NT Home Ownership’s loan portfolio Pursuant to the Financial Management Act, a Government comprised of 1776 loans issued to Territorian’s totalling Business Division (GBD) is a separate reporting entity and, $163 million and held an interest in 772 shared equity as such, is required to prepare annual financial statements investment properties to the value of $55.6 million up in accordance with the format as determined by the from $52.7 million in 2010-11. The home loan portfolio Treasurer and in compliance with Australian Accounting increased by $25 million during the year as a result of Standards. Consistent with general commercial principals, the value of new loans provided exceeding the value GBD’s are also required to pay tax and dividends on any of loans discharged. Borrowings and advances are the profit made during the year. major component of liabilities in the Balance Sheet and total $186 million and increased due to additional funding NT Home Ownership’s core business is to oversee requirements to finance new home loan applications and the Northern Territory Government’s home purchase shared equity interests in properties. The cash balance assistance products including HOMESTART NT and at year end was $6.8 million with a minor increase in total provides affordable loans to low and middle income equity to $38 million compared to $37 million last year. earners to assist Territorians into home ownership. The program is designed to enable eligible applicants to access around 40 per cent of the housing market in their regions using no more than 30 per cent of their gross income. HOMESTART NT also offers an interest-free fee assistance loan to help with costs associated with purchasing a home, such as stamp duty and conveyancing costs; and has a low two per cent deposit requirement. The entity continues to explore options to increase home ownership within the Territory and thresholds for income and property market values are regularly reviewed to ensure these options continue to be open to as many Territorians as possible.

ANNUAL REPORT 2011-12 125 › NT Home Ownership › Certification

› Certification of the Financial Statements

We certify that the attached financial statements for the Department of Housing, Local Government and Regional Services’ government business division NT Home Ownership have been prepared from proper accounts and records in accordance with the prescribed format, the Financial Management Act and Treasurer’s Directions.

We further state that the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes to and forming part of the financial statements, presents fairly the financial performance and cash flows for the year ended 30 June 2012 and the financial position on that date.

At the time of signing, we are not aware of any circumstances that would render the particulars included in the financial statements misleading or inaccurate. Financial JOHN BASKERVILLE CHRIS BROOKE Chief Executive Chief Financial Officer Statements 19 October 2012 19 October 2012 6

126 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Comprehensive Operating Statement

› Comprehensive Operating Statement FOR THE YEAR ENDED 3O JUNE 2012

2012 2011 Note $000 $000 INCOME Sales of goods and services 34 22 Interest revenue 4 10 418 9 280 Gain on disposal of investments 3 291 1 032 Gain on disposal of Land 3 188 Other revenue 1 191 1 309 Revaluation of investments 6 738 2 838

Total Income 12 860 14 481

EXPENSES Employee expenses 202 212 Administrative expenses Purchases of goods and services 5 2 601 2 362 Other administrative expenses 23 12 Grants and subsidies expenses Current 1 Interest expenses 8 495 7 492 Total Expenses 11 321 10 079

NET SURPLUS BEFORE INCOME TAX 1 539 4 402

Income tax expense 7 240 469

NET SURPLUS AFTER INCOME TAX 1 299 3 933

COMPREHENSIVE RESULT 1 299 3 933

6

The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.

ANNUAL REPORT 2011-12 127 › NT Home Ownership › Statement of Financial Position

› Balance Sheet AS AT 3O JUNE 2012

2012 2011 Note $000 $000 ASSETS Current Assets Cash and deposits 8 6 763 10 300 Receivables 9 35 40 Advances 9 3 207 2 329 Total Current Assets 10 005 12 669

Non-Current Assets Advances 9 160 081 135 675 Property, plant and equipment 10 - 562 Shared equity investments 11 55 607 52 730 Total Non-Current Assets 215 688 188 967

TOTAL ASSETS 225 693 201 636

LIABILITIES Current Liabilities Payables 12 757 426 Borrowings and advances 7 112 6 787 Provisions 13 547 1 047 Total Current Liabilities 8 416 8 260

Non-Current Liabilities Borrowings and advances 179 244 156 356 Provisions 13 1 7 Total Non-Current Liabilities 179 245 156 363

TOTAL LIABILITIES 187 661 164 623

NET ASSETS 38 032 37 013

EQUITY Financial Capital 22 745 22 745 Accumulated sfunds 15 287 14 268 Statements TOTAL EQUITY 38 032 37 013 6

The Balance Sheet is to be read in conjunction with the notes to the financial statements.

128 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Statement of Changes in Equity

› Statement of Changes in Equity FOR THE YEAR ENDED 3O JUNE 2012

Transactions with owners in Equity at Comprehensive their capacity Equity at 1 july result as owners 30 June $000 $000 $000 $000 2011-12 Accumulated funds 14 268 1 299 15 567 2011-12 Dividend Payable (280) (280) 14 268 1 299 (280) 15 287

Capital 22 745 (22 745) 22 745 22 745

TOTAL EQUITY AT END OF FINANCIAL YEAR 37 013 1 299 (280) 38 032

2010-11 Accumulated funds 10 883 3 933 14 816 2010-11 Dividend Payable (548) (548) 10 883 3 933 (548) 14 268

Capital 22 745 22 745 22 745 22 745

TOTAL EQUITY AT END OF FINANCIAL YEAR 33 628 3 933 (548) 37 013

6

The Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements.

ANNUAL REPORT 2011-12 129 › NT Home Ownership › Cash Flow Statement

› Cash Flow Statement FOR THE YEAR ENDED 3O JUNE 2012 2012 2011 Note $000 $000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts Receipts from sales of goods and services 1 403 1 500 Interest received 4 10 418 9 312 Total Receipts 11 821 10 812

Payments Payments to employees (212) (196) Payments for goods and services (2 630) (2 637) Income tax paid (469) (20) Grants and subsidies paid Current (1) Interest paid (8 308) (7 464) Total Payments (11 619) (10 318)

NET CASH FROM OPERATING ACTIVITIES 16 202 494

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds From Land Sales 3 750 Repayment of advances 19 369 18 755 Sales of investments 3 7 184 7 379 Total Receipts 27 303 26 134

Payments Advances and investing payments (53 708) (34 964) Total Payments (53 708) (34 964)

NET CASH USED IN INVESTING ACTIVITIES (26 405) (8 830)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from borrowings 30 000 10 000 Deposits received (15) Financial Total Receipts 30 000 9 985

Payments Statements Repayment of borrowings (6 787) (6 478) Dividends paid (548) (23) Total Payments (7 334) (6 501)

NET CASH FROM FINANCING ACTIVITIES 22 666 3 484 Net decrease in cash held (3 537) (4 852) Cash at beginning of financial year 10 300 15 152 6 CASH AT END OF FINANCIAL YEAR 8 6 763 10 300

The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.

130 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES Notes to the Financial Statements FOR THE YEAR ENDED 30 JUNE 2012

Note 1. Objectives and Funding 2. Statement of Significant Accounting Policies

INCOME 3. Gain on Disposal of Investments 4. Interest Revenue

EXPENSES 5. Purchases of Goods and Services 6. Gain on Revaluation of Investments 7. Income Tax Expense and Tax Equivalent Regime

ASSETS 8. Cash and Deposits 9. Receivables 10. Property, Plant and Equipment 11. Shared Equity Investments

LIABILITIES 12. Payables 13. Provisions

OTHER DISCLOSURES 14. Notes to the Cash Flow Statement 15. Financial Instruments 16. Commitments 17. Contingent Liabilities and Contingent Assets 18. Events Subsequent to Balance Date 19. Write-offs, Postponements and Waivers 20. Community Service Obligations 6

ANNUAL REPORT 2011-12 131 › NT Home Ownership › Notes to the Financial Statements

1. OBJECTIVES AND FUNDING 2. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES NT Home Ownership provides HOMESTART NT as a Northern Territory Government initiative to assist a) Basis of Accounting Territorians to buy their own home. HOMESTART NT is administered by the Territory Insurance Office. NT The financial statements have been prepared in accordance Home Ownership is a distinct legal entity operated as with the requirements of the Financial Management Act and a government business division of the Department of related Treasurer’s Directions. The Financial Management Housing, Local Government and Regional Services. Act requires the NT Home Ownership (the entity) to prepare financial statements for the year ended 30 June based With financial support from HOMESTART NT, eligible on the form determined by the Treasurer. The form of the Territorians earning low to middle incomes can buy their entity’s financial statements is to include: own home using less than 30 per cent of their income. There is a range of loan types and fee assistance loans to help with (i) a Certification of the Financial Statements costs like stamp duty, purchase fees and white goods. (ii) a Comprehensive Operating Statement (iii) a Balance Sheet (iv) a Statement of Changes in Equity (v) a Cash Flow Statement (vi) applicable explanatory notes to the financial statements.

The financial statements have been prepared using the accrual basis of accounting, which recognises the effect of financial transactions and events when they occur, rather than when cash is paid out or received. As part of the preparation of the financial statements, all intra entity transactions and balances have been eliminated.

The financial statements have been prepared in accordance with the historical cost convention and, except where stated, do not take into account changing money values or fair values of non-current assets.

The form of the entity’s financial statements is also consistent with the requirements of Australian Accounting Standards. The effects of all relevant new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are effective for

the current annual reporting period have been evaluated. Financial Statements 6

132 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

b) Australian Accounting Standards and Interpretations Issued but not yet Effective

Standard/Interpretation Summary Effective for annual Impact on reporting periods financial beginning on or after statements

AASB 13 Fair Value Measurement, Replaces the guidance on fair value 1 Jan 2013 It is not likely to AASB 2011-8 Amendments to measurement in existing AASB have a material Australian Accounting Standards accounting literature with a single impact on the arising from AASB 13 [AASB 1, 2, 3, standard. The Standard defines agency in the 4, 5, 7, 9, 2009-11, 2010 7, 101, 102, fair value, provides guidance on period of initial 108, 110, 116, 117, 118, 119, 120, 121, how to determine fair value and adoption. 128, 131, 132, 133, 134, 136, 138, requires disclosures about fair value 139, 140, 141, 1004, 1023 & 1038 measurements. and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132]

AASB 9 Financial Instruments (Dec AASB 9 incorporates revised 1 Jan 2013 It is not likely to 2010), AASB 2010-7 Amendments requirements for the classification have a material to Australian Accounting Standards and measurement of financial impact on the arising from AASB 9 (Dec 2010) instruments resulting from the agency in the [AASB 1, 3, 4, 5, 7, 101, 102, 108, IASB’s project to replace IAS 39 period of initial 112, 118, 120, 121, 127, 128, 131, Financial Instruments: Recognition adoption. 132, 136, 137, 139, 1023 & 1038 and Measurement (AASB 139 and Interpretations 2, 5, 10, 12, 19 Financial Instruments: Recognition & 127] and Measurement).

AASB 2011-9 Amendments to Requires entities to group items 1 July 2012 It is not likely to Australian Accounting Standards presented in other comprehensive have a material – Presentation of Items of Other income on the basis of whether impact on the Comprehensive Income [AASB 1, 5, they are potentially reclassifiable to agency in the 7, 101, 112, 120, 121, 132, 133, 134, profit or loss subsequently. period of initial 1039 & 1049] adoption

c) Comparatives The estimates and associated assumptions are based on historical experience and various other factors that are Comparative information for the 2011-12 financial year has believed to be reasonable under the circumstances, the been reclassified, where required, to provide consistency results of which form the basis of making the judgements with current year disclosures. about the carrying values of assets and liabilities that are not readily apparent from other sources. Actual results d) Presentation and Rounding of Amounts may differ from these estimates. Amounts in the financial statements and notes to the The estimates and underlying assumptions are reviewed financial statements are presented in Australian dollars on an ongoing basis. Revisions to accounting estimates and have been rounded to the nearest thousand dollars, are recognised in the period in which the estimate is with amounts of $500 or less being rounded down to zero. revised if the revision affects only that period, or in the e) Changes in Accounting Policies period of the revision and future periods if the revision affects both current and future periods. 6 There have been no changes to accounting policies adopted in 2011-12 as a result of management decisions. Judgements and estimates that have significant effects on the financial statements are disclosed in the relevant f) Accounting Judgments and Estimates notes to the financial statements. Notes that include significant judgements and estimates are: The preparation of the financial report requires the making of judgements and estimates that affect the • Employee Benefits - Note 2(u) and Note 16: Non- recognised amounts of assets, liabilities, revenues and current liabilities in respect of employee benefits are expenses and the disclosure of contingent liabilities. measured as the present value of estimated future cash

ANNUAL REPORT 2011-12 133 › NT Home Ownership › Notes to the Financial Statements

outflows based on the appropriate Government bond Rendering of Services rate, estimates of future salary and wage levels and employee periods of service. Revenue from rendering services is recognised by reference to the stage of completion of the contract. • Contingent Liabilities - Note 21: The present value Revenue is recognised when: of material quantifiable contingent liabilities are calculated using a discount rate based on the published • the amount of revenue, stage of completion and 10-year Government bond rate. transaction costs incurred can be reliably measured, and • Doubtful Debts - Note 2(m), Note 11: Receivables and • it is probable that the economic benefits associated Note 19: Financial Instruments. with the transaction will flow to the entity. • Depreciation and Amortisation - Note 2(n), Note 12: Interest Revenue Property, Plant and Equipment. Interest revenue is recognised as it accrues, taking into g) Goods and Services Tax account the effective yield on the financial asset. Income, expenses and assets are recognised net of the Disposal of Assets - investments amount of Goods and Services Tax (GST), except where the amount of GST incurred on a purchase of goods and services A gain or loss on disposal of assets is included as a gain is not recoverable from the Australian Tax Office (ATO). or loss on the date control of the asset passes to the buyer, usually when an unconditional contract of sale is In these circumstances the GST is recognised as part of the signed. The gain or loss on disposal is calculated as the cost of acquisition of the asset or as part of the expense. difference between the carrying amount of the asset at Receivables and payables are stated with the amount of the time of disposal and the net proceeds on disposal. GST included. The net amount of GST recoverable from, or Community service obligation funding payable to, the ATO is included as part of receivables or payables in the Statement of Financial Position. Community service obligation funding is received from the Northern Territory Government where the entity is Cash flows are included in the Cash Flow Statement required to carry out activities on a non-commercial basis. on a gross basis. The GST components of cash flows Revenue in respect of this funding is recognised in the arising from investing and financing activities which are period in which the entity gains control of the funds. recoverable from, or payable to, the ATO are classified as operating cash flows. Commitments and contingencies are Contributions of Assets disclosed net of the amount of GST recoverable or payable unless otherwise specified. Contributions of assets and contributions to assist in the acquisition of assets, being non reciprocal transfers, are h) Income Recognition recognised, unless otherwise determined by Government, as gains when the agency obtains control of the asset Income encompasses both revenue and gains. or contribution. Contributions are recognised at the fair

Income is recognised at the fair value of the consideration value received or receivable. Financial received, exclusive of the amount of goods and services i) Interest Expense tax (GST). Exchanges of goods or services of the same Statements nature and value without any cash consideration being Interest expenses include interest and finance lease exchanged are not recognised as income. charges. Interest expenses are expensed in the period in which they are incurred. Grants and Other Contributions j) Taxation Grants, donations, gifts and other non-reciprocal contributions are recognised as income when the The entity is required to pay income tax on its accounting entity obtains control over the assets comprising the surplus, at the company tax rate of 30 percent in 6 contributions. Control is normally obtained upon receipt. accordance with the requirements of the Treasurer’s Directions and the NT Tax Equivalents Regime. Contributions are recognised at their fair value. Contributions of services are only recognised when a fair k) Cash and Deposits value can be reliably determined and the services would be purchased if not donated. For the purposes of the Statement of Financial Position and the Cash Flow Statement, cash includes cash on hand, cash at bank and cash equivalents. Cash equivalents are highly liquid short-term investments that are readily convertible to cash.

134 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

l) Financial Instruments As at 30 June 2012 the entity did not hold any depreciable Property Plant or Equipment Assets. Non-derivative o) Property, Plant and Equipment Non-derivative financial instruments comprise cash and cash equivalents, trade and other receivables, loans and Acquisitions borrowings, and trade and other payables. All items of property, plant and equipment with a cost, Non-derivative financial instruments are recognised or other value, equal to or greater than $5,000 are initially at fair value plus, for instruments not at fair value recognised in the year of acquisition. Items of property, through profit or loss, any directly attributable transaction plant and equipment below the $5,000 threshold are costs. Subsequent to initial recognition non-derivative expensed in the year of acquisition. financial instruments are measured as described below. p) Revaluations and Impairment A financial instrument is recognised if the entity becomes a party to the contractual provisions of the instrument. Revaluation of assets Financial assets are recognised at trade date (less Subsequent to initial recognition, assets are revalued with impairment). Financial assets are derecognised if the sufficient regularity to ensure that the carrying amount entity transfers the financial asset to another party of these assets does not differ materially from their fair without retaining control or substantially all risks and value at reporting date. Fair value is the amount for which rewards of the asset. Financial liabilities are derecognised an asset could be exchanged, or liability settled, between if the entity’s obligations specified in the contract expire knowledgeable, willing parties in an arms length transaction. or are discharged or cancelled. Non-current investment - minority interest holding Derivative revaluations The entity does not have any derivative financial These are properties held under HOMESTART NT and instruments. properties purchased and/or constructed from/by m) Receivables external parties under HOMESTART NT.

Receivables include accounts receivable and other Minority Interest Holdings are measured on the fair value receivables and are recognised at fair value less any basis, being the amount for which an asset could be allowance for impairment losses. exchanged by knowledgeable willing parties in an arm’s length transaction. The entity has adopted the policy of The allowance for impairment losses represents the revaluing its Minority Interest Holdings every year with amount of receivables the entity estimates are likely to be any changes in fair value recognised as a gain or loss in uncollectible and are considered doubtful. Analysis of the the Statement of Comprehensive Income. age of receivables that are past due as at the reporting date are disclosed in an aging schedule under credit An independent valuation was completed at 30 June 2012 risk in Note 19: Financial Instruments. Reconciliation of by the Australian Valuation Office, the results of which are changes in the allowance accounts is also presented. reflected in these financial statements.

Accounts receivable are generally settled within 30 days Impairment of assets and other receivables within 60 days. An asset is said to be impaired when the asset’s carrying Home loans amount exceeds its recoverable amount. The entity’s non- current physical and intangible assets are assessed for The collectability of debts is assessed at year-end for indicators of impairment on an annual basis. If an indicator home loan debtors. The entity will recognise an allowance of impairment exists, the entity determines the asset’s for doubtful loans when objective evidence exists that all recoverable amount. The asset’s recoverable amount 6 or part of a loan is impaired and unlikely to be collected. is determined as the higher of the asset’s depreciated Loans are written off to the allowance account when they replacement cost and fair value less costs to sell. Any amount are assessed as not viable. by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss. Impairment losses n) Depreciation and Amortisation Expense are recognised in the Statement of Comprehensive Income. Items of property, plant and equipment, including buildings but excluding land, have limited useful lives and are depreciated or amortised using the straight-line method over their estimated useful lives.

ANNUAL REPORT 2011-12 135 › NT Home Ownership › Notes to the Financial Statements

Impairment of financial assets Non-current employee benefit liabilities that fall due after twelve months of the reporting date are measured at present Financial assets are reviewed at each Statement of value, calculated using the Government long term bond rate. Financial Position date to determine whether there is objective evidence of impairment. A financial asset or No provision is made for sick leave, which is non-vesting, group of financial assets is impaired and impairment as the anticipated pattern of future sick leave to be taken is losses are incurred if there is objective evidence of less than the entitlement accruing in each reporting period. impairment, resulting from one or more loss events that occurred after initial recognition that indicates that Employee benefit expenses are recognised on a net basis it is probable that the entity will be unable to collect in respect of the following categories: all amounts due. The carrying amount of a financial • wages and salaries, non-monetary benefits, recreation asset identified as impaired is reduced to its estimated leave, sick leave and other leave entitlements recoverable amount. • other types of employee benefits. q) Assets Held for Sale As part of the Financial Management Framework, the Assets held for sale consists of those assets which Central Holding Authority assumes the long service leave management has determined are available for immediate liabilities of Government Agencies, including NT Home sale in their present condition, and their sale is highly Ownership and as such no long service leave liability is probably within the next twelve months. recognised in the entity’s financial statements.

These assets are measured at the lower of the asset’s v) Superannuation carrying amount and fair value less costs to sell. These assets are not depreciated. Non-current assets held for Employees’ superannuation entitlements are provided sale have been recognised on the face of the financial through the: statements under plant and equipment. • NT Government and Public Authorities Superannuation r) Leased Assets Scheme (NTGPASS) • Commonwealth Superannuation Scheme (CSS) Leases under which the agency assumes substantially all the risks and rewards of ownership of an asset are • Non-government employee-nominated schemes for those classified as finance leases. Other leases are classified as employees commencing on or after 10 August 1999. operating leases. The entity makes superannuation contributions on The entity has no finance or operating leases. behalf of its employees to the Central Holding Authority or non-government employee nominated schemes. s) Payables Superannuation liabilities related to government superannuation schemes are held by the Central Holding Liabilities for accounts payable and other amounts Authority and as such are not recognised in the entity’s payable are carried at cost which is the fair value of the financial statements.

consideration to be paid in the future for goods and Financial services received, whether or not billed to the entity. w) Dividends Accounts payable are normally settled within 30 days.

The entity provides for a dividend payable at the rate of Statements t) Borrowings 50 percent of net surplus after tax in accordance with the Northern Territory Government’s dividend policy. A Government loans are initially recognised at the fair value dividend is payable by NT Home Ownership in respect to of the consideration received less directly attributable the 2011-12 financial year. transaction costs. x) Economic Dependence u) Employee Benefits The entity established by the Financial Management 6 Provision is made for employee benefits accumulated as a Act (1995) is subject to the direction of the Minister for result of employees rendering services up to the reporting Public and Affordable Housing. The entity is partially date. These benefits include wages and salaries and funded by government through Community Service recreation leave. Liabilities arising in respect of wages and Obligation payments in recognition that it carries out salaries and recreation leave and other employee benefit activities on a non-commercial basis and is reflected as liabilities that fall due within twelve months of reporting such in the Statement of Comprehensive Income. These date are classified as current liabilities and are measured statements are prepared on a “going concern” basis in the at amounts expected to be paid. expectation that such funding will continue.

136 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

y) Nature and Purpose of Reserves 5. PURCHASES OF GOODS AND SERVICES

NT Home Ownership currently does not hold any reserves. The comprehensive result has been arrived at after charging the following expenses: 2012 2011 z) Administration Fees $000 $000 Administration fees are paid by the entity throughout the Goods and services expenses: year to Territory Insurance Office for services provided in Consultants 47 3 respect of home loans. Administration fees Territory Insurance Office 2 061 1 974 Valuation fees 122 132 aa) Contributions by and Distributions to Government Marketing and promotion 183 99 The entity may receive contributions from Government Document production 22 6 where the Government is acting as owner of the entity. Legal expenses 21 30 Conversely, the entity may make distributions to Audit fees 67 49 Government. In accordance with the Financial Management Official duty fares 7 5 Act and Treasurer’s Directions, certain types of contributions Travelling allowance 4 4 and distributions, including those relating to administrative Write offs / provision doubtful loans 23 13 Other operational expenditure 44 47 restructures, have been designated as contributions by, and distributions to, Government. These designated Total goods and services expenses 2 601 2 362 contributions and distributions are treated by the entity as adjustments to equity. The Statement of Changes in Equity provides additional information in relation to contributions 6. REVALUATION OF INVESTMENTS by, and distributions to, Government. 2012 2011 (bb) Commitments $000 $000

Disclosures in relation to capital and other commitments, Revaluation of investments 55 607 52 730 including lease commitments are shown at note 20. Less: book values prior to revaluation (54 869) (49 892) Commitments are those contracted at 30 June where the Gain on the revaluation of non-current 738 2 838 investments amount of the future commitment can be readily measured.

7. INCOME TAX EXPENSE AND TAX EQUIVALENT 3. GAIN ON DISPOSAL OF INVESTMENTS REGIME AND LAND 2012 2011 2012 2011 $000 $000 $000 $000 Income tax payable: INVESTMENTS Surplus before income tax 1 539 4 402 Net proceeds from the sale of investments 7 184 7 379 Less: revaluation of investments (738) (2 838) Less: Carrying value of investments disposed (6 893) (6 347) Taxable income 801 1 564 Gain on the disposal of investments 291 1 032 Income tax expense @ 30% 240 469

LAND Adjustment relating to prior year’s tax* Net proceeds from the sale of land 750 - Less: Carrying value of land disposed (562) - Gain on the disposal of land 188 - 8. CASH AND DEPOSITS

2012 2011 6 $000 $000 4. INTEREST REVENUE Cash on hand 196 775 2012 2011 Cash at bank 6 567 9 525 $000 $000 Total cash and deposits 6 763 10 300

Interest on home loans 10 052 8 809 Interest on cash balances 366 471 TOTAL INTEREST REVENUE 10 418 9 280

ANNUAL REPORT 2011-12 137 › NT Home Ownership › Notes to the Financial Statements

9. RECEIVABLES AND ADVANCES 11. SHARED EQUITY INVESTMENTS

2012 2011 2012 2011 $000 $000 $000 $000

CURRENT Minority interest holding at independent valuation 55 407 52 241 Loans to home purchasers 3 207 2 329 Minority interest holding construction works at 200 489 progress at cost Accounts receivable - 8 Total investments in shared equity 55 607 52 730 Interest receivables 21 20 GST receivables 14 12 Shared equity investments TOTAL CURRENT RECEIVABLES 3 242 2 369 Opening balance 52 730 50 076 NON-CURRENT Additions 9 032 6 163 Loans to home purchasers 160 284 135 865 Disposals (6 893) (6 347) Less impairment (203) (190) Net revaluation increments less decrements 738 2 838 TOTAL NON-CURRENT RECEIVABLES 160 081 135 675 Total investment in shared equity 55 607 52 730

Total receivables 160 323 138 044 12. PAYABLES

10. PROPERTY, PLANT AND EQUIPMENT 2012 2011 $000 $000 2012 2011 $000 $000 Accounts payable 117 1 Accrued expenses 405 377 LAND Interest payables 235 48 At fair value - 562 Total payables 757 426 Total property, plant and equipment - 562

13. PROVISIONS 2012 Property, Plant and Equipment Reconciliations 2012 2011 A reconciliation of the carrying amount of property, plant $000 $000 and equipment at the beginning and end of 2011-12 is set out below: CURRENT Land Total Employee benefits $000 $000 Recreation leave 21 25

Carrying amount as at 1 July 2011 562 562 Leave loading 3 3 Financial Disposals 562 562 Dividend provision 280 548 Carrying amount as at 30 June 2012 - - Income tax provision 240 469 Provision for employer superannuation 3 2 Statements Total current provisions 547 1 047 2011 Property, Plant and Equipment Reconciliations NON-CURRENT Employee benefits A reconciliation of the carrying amount of property, plant Recreation leave 1 7 and equipment at the beginning and end of 2010-11 is set Total non current Provisions out below: 1 7 Land Total 6 Total provisions 548 1 054 $000 $000

Carrying amount as at 1 July 2010 562 562 Additions/disposals - - Carrying amount as at 30 June 2012 562 562

138 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

14. NOTES TO THE CASH FLOW STATEMENT (ii) Credit

Credit risk is the risk of financial loss and/or increased costs due Reconciliation of Cash to the failure of a counterparty to meet its financial obligations. The entity’s exposure to credit risk arises from funds advanced The total of the entity’s cash and deposits of $6.763 million to loan counterparties and the possibility that a counterparty recorded in the Balance Sheet is consistent with that will not adhere to the terms of the contract with the entity when recorded as cash in the Cash Flow Statement. settlement becomes due.

The entity has limited credit risk exposure risk of default Reconciliation of comprehensive result to Net Cash From Operating Activities 2012 2011 with government agencies. In respect of any dealings with $000 $000 organisations external to Government and individuals, the entity has adopted a policy of only dealing with credit worthy Net Surplus/Deficit 1 299 3 933 organisations and obtaining sufficient collateral or other Non-cash items: security where appropriate, as a means of mitigating the risk Asset write-offs/write-downs 23 - of financial loss from defaults. Gain on disposal of investments (479) (1 032) The entity’s exposure to credit risk is influenced mainly by the Gain on revaluation of assets (738) (2 838) individual characteristics of each non-government debtor. In Changes in assets and liabilities: monitoring debtor credit risk, debtors are grouped according Increase in receivables 5 53 to their aging profile and existence of previous financial Decrease/(Increase) in payables 331 (88) difficulties. Loans are provided to home purchasers subject (Decrease)/Increase in provision for (10) 15 to the retention of title clauses, so that in the event of non- employee benefits payment, the entity may have a secured claim. (Decrease)/Increase in other provisions (229) 451 The entity has established an allowance for impairment that Net Cash from Operating Activities 202 494 represents its estimate of incurred losses in respect of loan receivables. The main components of this allowance are a specific loss component that relates to individual exposures, 15. FINANCIAL INSTRUMENTS and/or collective loss component established for groups of similar assets. A financial instrument is a contract that gives rise to a The collective loss allowance is determined based on financial asset of one entity and a financial liability or equity percentages derived from historical data of payment statistics. instrument of another entity. Financial instruments held by NT Home Ownership include cash and deposits, receivables, The entity believes that no impairment allowance is necessary payables. NT Home Ownership has limited exposure to in respect of receivables. financial risks as discussed below. The fair values of the financial assets, liabilities and borrowings approximate the The carrying amount of financial assets recorded in the financial carrying values. statements, net of any allowances for losses, represents the entity’s maximum exposure to credit risk without taking account (i) Categorisation of Financial Instruments of the value of any collateral or other security obtained.

The carrying amounts of NT Home Ownerships financial assets Receivables and liabilities by category are disclosed in the table below. Receivable balances are monitored on an ongoing basis to ensure 2012 2011 that exposure to bad debts is not significant. A reconciliation and $000 $000 aging analysis of receivables is presented below. Aging of Financial Assets Aging of Impaired Net Cash and deposits 6 763 10 300 Receivables Receivables Receivables 6 Receivable Loans 163 288 138 194 $000 $000 $000 Receivables Other 35 40 2011-12 Financial Liabilities Not Overdue 35 35 Payables 757 426 Total 35 35 Borrowings 186 356 163 143 Other 523 1 019 2010-11 Employee Benefits 25 34 Not Overdue 32 32 Over 90 Days Overdue 8 8 Total 40 40

ANNUAL REPORT 2011-12 139 › NT Home Ownership › Notes to the Financial Statements

(iii) Liquidity Risk

Liquidity risk is the risk that the entity will not be able to meet its financial obligations as they fall due. The entity’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet is liabilities when they fall due.

The following tables detail the entity’s remaining contractual maturity for its financial assets and liabilities. It should be noted that these values are undiscounted, and consequently totals may not reconcile to the carrying amounts presented in the Balance Sheet.

Fixed Interest Rate

Variable Less than More than Non Interest Weighted 2012 Interest a Year 1 to 5 Years 5 Years Bearing Total Average (%) $000 $000 $000 $000 $000 $000 Assets Cash and deposits 6 763 6 763 4.09 Receivables 35 35 N/a Investments and loans 163 288 163 288 7.00

TOTAL FINANCIAL ASSETS 170 051 35 170 086

Liabilities Payables 757 757 N/a Borrowings 7 112 179 244 186 356 4.91 Other 523 523 N/a Employee benefits 25 25 N/a

TOTAL FINANCIAL LIABILITIES 7 112 179 244 1 305 187 661

Fixed Interest Rate

Variable Less than More than Non Interest Weighted 2011 Interest a Year 1 to 5 Years 5 Years Bearing Total Average (%) $000 $000 $000 $000 $000 $000 Assets

Cash and deposits 10 300 10 300 4.44 Financial Receivables 40 40 n/a Investments and loans* 138 194 138 194 7.64 Statements TOTAL FINANCIAL ASSETS 148 494 40 148 534

Liabilities Payables 426 426 n/a Borrowings 6 787 156 356 163 143 4.86 Other 1 019 1 019 n/a Employee benefits 35 35 n/a 6 TOTAL FINANCIAL LIABILITIES 6 787 156 356 1 480 164 623

* Doubtful Debts excluded from this analysis.

140 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

(iv) Market Risk (viii) Net Fair Value

Market risk is the risk that the fair value of future cash The fair value of financial instruments is estimated using flows of a financial instrument will fluctuate because of various methods. These methods are classified into the changes in market prices. It comprises interest rate risk, following levels: price risk and currency risk. The market risk has been assessed to be minimal. Level 1 - fair value is calculated using quoted prices in active markets. Instruments whose carrying amount is (v) Interest Rate Risk deemed to be equal to its fair value qualify for this level of classification Interest rate risk is the risk of financial loss and or increased costs due to adverse movements in the values of financial Level 2 - to be used for those instruments that cannot be assets and liabilities as a result of changes in interest rates. classified as either Level 1 or Level 3 The entity’s exposure to interest rate risk and the average interest rate for classes of financial assets and financial Level 3 - fair value is estimated using inputs other than liabilities is set above. The average interest rate is based on quoted market data, for example, net present value. the outstanding balance at the end of the year. The carrying amount of financial assets and liabilities The entity’s operating account earns quarterly interest at a recorded in the financial statements represents their variable interest rate Northern Territory Treasury Corporation’s respective net fair values with the exception of borrowings weighted average cash return less 50 basis points. from NT Treasury Corporation.

Market Sensitivity Analysis Total Net Fair Net Fair Net Fair Net Fair Carrying Value Value Value Value Assuming the financial assets and liabilities at 30 June 2012 Amount Level 1 Level 2 Level 3 Total were to remain until maturity or settlement without any $000 $000 $000 $000 $000 action by the entity to alter the resulting interest rate risk 2012 exposure, an immediate and sustained increase of one per FINANCIAL ASSETS cent in market interest rates across all maturities would have Cash and deposits 6 763 6 763 6 763 the following impact on the entity’s profit or loss and equity. Receivables 35 35 35 Profit or Loss and Equity Advances & investments 163 288 163 288 163 288

100 basis points 100 basis points Total Financial Assets 170 086 170 086 170 086 increase decrease $000 $000 FINANCIAL LIABILITIES 30 JUNE 2012 Payables 757 757 757 Financial assets - cash at bank 68 (68) Borrowings & advances 186 356 179 053 179 053 Financial assets - receivable loans 1 633 (1 633) Other 523 523 523 Financial liabilities - borrowings (1 864) 1 864 Employee benefits 25 25 25

NET SENSITIVITY (163) 163 Total Financial Liabilities 187 661 1 305 179 053 180 358

2011 30 JUNE 2011 FINANCIAL ASSETS Financial assets - cash at bank 103 (103) Financial assets - receivable loans 1 382 (1 382) Cash and deposits 10 300 10 300 10 300 Financial liabilities - borrowings (1 631) 1 631 Receivables 40 40 40 Advances & investments 138 194 138 194 138 194 NET SENSITIVITY (146) 146 Total Financial Assets 148 534 148 534 148 534 6 (vi) Price Risk FINANCIAL LIABILITIES Payables 426 426 426 NT Home Ownership is not exposed to price risk as it does Borrowings & advances 163 143 140 667 140 667 not hold units in unit trusts. Other 1 019 1 019 1 019 Employee benefits 35 35 35 (vii) Currency Risk

The NT Home Ownership is not exposed to currency risk as it Total Financial Liabilities 164 623 1 480 140 667 142 147 does not hold borrowings denominated in foreign currencies or transactional currency exposures arising from purchases in a foreign currency.

ANNUAL REPORT 2011-12 141 › NT Home Ownership › Notes to the Financial Statements

16. COMMITMENTS 19. WRITE-OFFS POSTPONEMENTS WAIVERS GIFTS AND EX GRATIA PAYMENTS

Capital Expenditure Commitments No events have arisen between the end of the financial year Capital expenditure commitments primarily relate to the and the date of this report that require adjustment to or provision of HOMESTART NT loans. Capital expenditure disclosure in these financial statements. commitments contracted for at balance date but not recognised as liabilities are payable as follows: Agency Agency No. of No. of 2012 2011 2012 Trans. 2011 Trans. $000 $000 $000 $000 $000

Within one year: Write-offs, Postponements and Loan commitments for dwellings under construction 787 579 Waivers Under the Financial Management Act Loan commitments where approval for the facility 5 130 2 548 has been given but drawdown on the facilities Amounts written off, postponed and have not commenced waived by the Treasurer Irrecoverable amounts payable to the 10 1 Total Commitments 5 917 3 127 Territory or an agency written off Losses or deficiencies of money written off 17. CONTINGENT LIABILITIES AND CONTINGENT Public property written off ASSETS Waiver or postponement of right to receive or recover money or property (a) Contingent liabilities Total Written Off, Postponed and 10 1 Waived by the Treasurer The entity has no contingent liabilities as at 30 June 2012. Write-offs, Postponements and (b) Contingent assets Waivers Authorised Under Other Legislation The entity has no contingent assets as at 30 June 2012. Gifts Under the Financial Management Act 18. EVENTS SUBSEQUENT TO BALANCE DATE Ex Gratia Payments Under the Financial Management Act Since the reporting date amendments to the Administrative Arrangements Order for the public sector were gazetted on 4 September 2012 outlining the restructure of the machinery of government. Under the Financial Management Act the administering department of NT Home Ownership is now Financial the Department of Housing whereas up until this date it was the Department of Housing, Local Government and Regional Statements Services which was abolished on that date as part of the restructure of the machinery of government. 6

142 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › NT Home Ownership › Notes to the Financial Statements

20. COMMUNITY SERVICE OBLIGATIONS

$000 2012 2011 Interest subsidy – low interest rates The entity offers low interest rate loans for low to moderate income Territorians through the HOMESTART NT. The aim of HOMESTART NT is to increase the level of home ownership in the Territory and reduce the demand on public housing. Community service obligation funding received 1 131 1 131 Net cost of delivering service 1 131 1 131 CSO surplus/(deficit) - -

Assist interest subsidy scheme The Interest Assist Subsidy Scheme assists Territorians purchasing homes with private finance through assistance payments made directly to private lenders. The Interest Assist Subsidy Scheme is an incentive for home ownership for low to moderate income earners. Community service obligation funding received - - Net cost of delivering service - 1 CSO surplus/(deficit) - (1)

Stamp duty differential The stamp duty differential is a grant paid to public housing tenants purchasing their public housing properties through private finance. Community service obligation funding received 60 60 Net cost of delivering service - - CSO surplus/(deficit) 60 60

Fringe benefits tax The entity pays fringe benefits tax on all low interest loans previously offered to Northern Territory Government public sector employees as an incentive to attract long term residency in the Northern Territory. Although the scheme is no longer available the tax liability remains for the life of existing loans. Fringe benefits tax is due on the difference between market loan interest rates and the interest rate of existing loans. Community service obligation funding received - 48 Net cost of delivering service - - 6 CSO surplus/(deficit) - 48

ANNUAL REPORT 2011-12 143 › Appendices

Appendices 71. Statutory Authorities and Bodies Administered 2. Grant Programs 3. Abbreviations and Acronyms

144 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 1 Appendix 1 STATUTORY AUTHORITIES AND BODIES ADMINISTERED

› Animal Welfare Advisory Committee › Swimming Pool Safety Authority

The Animal Welfare Advisory Committee is a statutory The Swimming Pool Safety Authority was established body established pursuant to section 69 of the Animal pursuant to Section 38 of the Swimming Pool Safety Welfare Act. Act. The purpose of the Act is to establish safety standards for certain swimming pools, and to require The committee is responsible for: the enclosure of those swimming pools by barriers that restrict access by children to the swimming pool and for • advising the minister on animal welfare legislation and related purposes. other matters relevant to animal welfare • investigating and reporting on matters relevant to Mr Rob Kendrick, Senior Executive Director, Local animal welfare referred to it by the minister Government, Regional and Community Services of the Department of Housing, Local Government and • participating in the development of codes of practice Regional Development, is the appointed Swimming and the review of adopted codes of practice Pool Safety Authority. • providing advice to bodies, organisations or the general community on programs for the improvement of › Swimming Pool Safety community awareness about animal welfare. Review Committee The committee met three times during the 2011-12 financial year. The Swimming Pool Safety Review Committee is an appointed committee established pursuant to Section 48 At 30 June 2012, members of the Animal Welfare of the Swimming Pool Safety Act to review decisions made Advisory Committee were: by the Swimming Pool Safety Authority under the Act.

Dr Stephen Cutter At 30 June 2012, members of the Swimming Pool Chairperson Review Committee were:

Ms Stephanie Hawkins Mr Graham Alfred Franklin Royal Society for the Prevention of Cruelty to Animals Chairperson (NT) Inc (RSPCA) Ms Annette (Floss) Roberts Dr Alexandra Hesford Royal Life Saving Society Australia (Northern Territory Australian Veterinary Association Ltd branch)

Mr Rob Kendrick Mr Quentin Kilian Department of Housing, Local Government and Real Estate Institute of the Northern Territory Inc. Regional Services

Dr Richard Morton Department of Resources

Mr Luke Bowen Northern Territory Cattlemen’s Association Incorporated

Mr Scott Andresen Pet Industry Association of Australia

Ms Julia Hardaker Animal Management in Rural and Remote Indigenous Communities

Alderman Robin Knox Local Government Association of the Northern Territory

Professor Keith Christian Charles Darwin University

Mr Brett Easton Senior Scientist, Biodiversity Conservation Division, Department of Natural Resources, Environment, the Arts and Sport

ANNUAL REPORT 2011-12 145 › Appendix 1

› Local Government Accounting › Local Government Disciplinary Advisory Committee Committee

The Local Government Accounting Advisory Committee The Local Government Disciplinary Committees is established under the Local Government Act are established pursuant to section 80 of the Local (Accounting) Regulations to provide advice to the Government Act. Section 80 (1) of the Act provides that Minister for Local Government and the agency on: the minister may establish one or more disciplinary committees. Section 80 (2) further provides that the • contemporary financial management and accounting disciplinary committee consists of: practices relevant and appropriate to local government • appropriate legislative changes necessary to improve • a legal practitioner nominated by the Attorney-General standards of local government financial management • a nominee of the minister and accounting • a nominee of the Local Government Association of the The committee met four times during 2011-12. Northern Territory (LGANT)

At 30 June 2012, members of the Local Government The two committees met three times during 2011-12. Accounting Advisory Committee were: At 30 June 2012, members of the committees were:

Ms Julie Crisp Ms Gabrielle Lovegrove Martin Chairperson, Nominated by Attorney-General Deloitte Touche Tohmatsu, Darwin Mr Bill Stuchbery COMMITTEE 1 Nominated by the Minister Mr Mark Gardner Deputy Chairperson, Mr Robert MacLoed West Arnhem Shire Council Nominated by LGANT

Mr David Gomez Ms Gabrielle Lovegrove Martin Merit Partners, Nominated by Attorney-General Darwin Mr Bill Stuchbery COMMITTEE 2 Mr Tony Tapsell Nominated by the Minister Local Government Association of the Northern Territory Mr Graeme Sawyer Ms Julie Bryce Nominated by LGANT Nhulunbuy Corporation Limited

Mr Greg Arnott › General Information Victoria Daly Shire Council The Committee is established pursuant to the Local Ms Giovina D’Alessandro Government (Administration) Regulations which came into Department of Housing, Local Government and force on 1 July 2008,to provide advice to the Minister of Local Regional Services Government and the Department on legislative, administrative and operational questions relevant to local government. Mr Neil Murray Department of Housing, Local Government and The Committee as at 30 June 2012 includes: Regional Services Name Position Appointed by Mr Thomas Michel Mr Tony Tapsell Chairperson CEO, LGANT Roper Gulf Shire Council

Ms Jeanette Anictomatis ALAC Member LGANT Appendices Mr Mohammad Waqas Ms Lee Williams ALAC Member DHLGRS Central Desert Shire Council Mr Rob Kendrick ALAC Member DHLGRS Mr Derrick Tranter ALAC Member Council Officers Mr Frank Crawley ALAC Member Council Officers Mr Mark Blackburn ALAC Member LGMA Ms Roydon Robertson ALAC Member LGMA Ms Sonia Russell Secretariat 7 146 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 1

› Northern Territory Grants Should the client remain dissatisfied with the outcome of the First Tier Appeal, they can lodge a Second Tier Commission Appeal to have their matter reviewed by the Territory The Northern Territory Grants Commission (the Housing Appeals Board. commission) is an appointed Board of Commissioners Second Tier Appeals: are reviewed by the Territory under the Local Government Grants Commission Act, Housing Appeals Board. which has responsibility to make recommendations to the minister concerning the distribution of Commonwealth The Appeals Board is independent from Territory financial assistance (general purpose and local road Housing and board members are appointed by the grants) to local governing bodies from the money Minister for Public and Affordable Housing. Board provided to the Territory under the Commonwealth Local members are appointed for their experience in areas Government Financial Assistance Act. such as housing, community services, health, law, psychology and social welfare. The commission produces its own annual report as required by the Local Government Grants Commission Act. Membership of the Territory Housing Appeals Board stands at sixteen from the regions of Darwin, Katherine The commission conducted a public hearing in Litchfield and Alice Springs. Council and community visits to five shire councils and their related service delivery centres during 2011-12. The Territory Housing Appeals Board convened eight times and heard 15 Appeals in 2011-12. At 30 June 2012, members of the Northern Territory Grants Commission were: At 30 June 2012, members of the Territory Housing Appeals Board were: Mr Robert Beadman Chairperson, appointed by the minister Ms Vicki O’Halloran Ms Kylie Jericho Mr Rob Kendrick Chairperson, Member Department of Housing, Local Government and CEO of Somerville Regional Services Community Services Ms Sally Bolton Member Mr Damien Ryan Ms Janet Taylor Municipal Council representative Deputy Chairperson Ms Robyn Harrison Member Mr Steven Hennessy Ms Joanne Pulsford Shire Council representative Deputy Chairperson Ms Loris Semple Community member Ms Lissa Herrmann Mr Ian Ross Municipal Council alternative Member Mr Preston Lee Community member Ms Margaret Vigants Mr Graham Kemp Shire Council alternative Deputy Chairperson Ms Kate McGarry Community member › Territory Housing Appeals Board Ms Judith Dikstein Member Ms Patricia Hilder Community member The Territory Housing Complaints and Appeals Ms Vanessa Lethlean Mechanism is a two-tiered process that ensures Member Ms Sofie Georgalis all appeals are dealt with in a fair, consistent and Community member transparent manner. Ms Marianne Conaty Deputy Chairperson Territory Housing has a designated Complaints and Appeals Unit that provides a transparent and fair process for housing clients, an independent review of Territory Housing operational decisions and the provisions of the secretariat function for all appeals.

First Tier Appeals: are undertaken either by the Regional Housing Office or the Territory Housing Complaints and Appeals Unit who after a full review of a client’s matter will put forward recommendations to the 7 Regional Housing Manager for a decision. ANNUAL REPORT 2011-12 147 Appendix 2 GRANT PROGRAMS

The Department of Housing, Local Government and Regional Services (the agency) provides grant funding assistance to eligible organisations and community groups through a number of funding programs.

Following is an overview of the housing grants, local government grants and regional development grants programs the agency administers.

› Housing Programs

PROPERTY AND TENANCY MANAGEMENT COMMUNITY HOUSING PROGRAM GRANT PROGRAM The Community Housing Program is designed to assist This program was delivered across five shires to not for profit organisations to develop targeted housing communities covered by the National Partnership options for people on low incomes. These options may Agreement for Remote Indigenous Housing (NPA RIH). include transitional and longer term accommodation and related services for people who are homeless or at risk of The program focused skilling the local Indigenous homelessness and those with special needs. workforce and sustainable jobs, including: Projects that extend housing options, grow the • painting community housing sector and encourage partnerships • fencing between government organisations and/or other entities may also be considered for funding. • graffiti removal • litter removal Although previously two separate programs, in 2011-12 the Crisis Accommodation Program was combined with • yard works the Community Housing Program and new guidelines • minor repairs were introduced for grant funding in 2011-12. • family and tenancy support The following table outlines funding approvals under the Over the term of the program, 149 people were employed Community Housing Program in 2011-12. and the following was achieved: Organisation Brief Desciption Approved • 100 houses paintedw Central Australian Feasibility Study for 175 594 • 16 fences installed Affordable development of mixed-use • 386 yard works undertaken Housing Company building program in Alice Springs • 142 households participated in the Tenancy Support Program. The Gathering Inc Establish emergency 178 504 medium-long term youth accommodation in Humpty Doo

Crisdar Fencing Contribution to fencing costs 800 at Darwin managed and supported accommodation facility

St Vincent de Paul Upgrade kitchen amenities at 36 700 Appendices Society NT Bakhita Centre (approved c/ fwd from 2010-11)

Naiyu Nambiyu Upgrade security at women’s 145 000 refuge centre Total $536 598 7 148 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 2

› Local Government

MUNICIPAL AND ESSENTIAL SERVICES GRANT LOCAL GOVERNMENT RESERVES AND OTHER PROGRAM ORGANISATION FUNDING

Municipal and Essential Services funding is offered This program provides funding to assist with the ongoing to shire councils and resource centres that deliver activities of reserves and other smaller organisations that municipal and essential services to eligible Indigenous provide local government-type services. living areas, as recognised by the Northern Territory and Australian governments. Recipients of Local Government Reserves and Other Organisation program funding in 2011–12 were: Eligible items under this program include:

Organisation Brief Desciption Approved • operational funding for maintenance of power, water and sewerage services and infrastructure, rubbish Katherine Town Operational funding for 201 600 collection, internal road maintenance, dog health Council service delivery to the Binjari programs, dust control and landscaping activities community • costs associated with the management and Blatherskite Park Operational funding for the 145 000 administration of municipal and essential services Blatherskite Park Reserve delivery. Roper Gulf Shire Operational funding for 8 963 Council service delivery to the Daly CAPITAL INFRASTRUCTURE GRANT PROGRAM Waters community

Funding is available under this submission-based Jabiru Town Operational funding for 31 385 program to assist eligible organisations with the Development administrative support to the Authority (JTDA) JTDA purchase of capital items and to undertake capital works to improve service delivery to homelands/outstations. Roper Gulf Shire Operational funding for 8 922 Council service delivery to the Eligible activities funded under this program include: Larrimah community

• costs associated with major capital repairs and for Robbie Robins Operational funding for the 75,000 items such as aerodromes, barge landings, heavy plant Reserve Robbie Robbins Reserve and equipment and internal roads within homelands/ outstations, where they are not the responsibility of Yilli Rreung For the provision of municipal 100 000 Housing services to the Bagot another government service provider Aboriginal community • urgent major repairs and replacement for items required Corporation to assist in preventing disruptions to essential services Nhulunbuy Public Operational funding for 10 000 provision to homelands/outstations. Cemetery Trust the maintenance of the Nhulunbuy Public Cemetery

Roper Gulf Shire Operational funding for 2 000 Council the maintenance of the Mataranka Elsey Cemetery

Australia Day To assist with the Australia 2 500 Council (Inc) of Day Awards the NT

Total $585 370 7 ANNUAL REPORT 2011-12 149 › Appendix 2

CLOSING THE GAP - LOCAL REPRESENTATIVE East Arnhem Shire Purchase of seven electronic 50 000 BOARDS/INFRASTRUCTURE MAINTENANCE Council smart boards for the local CAPITAL GRANTS board meeting rooms

Closing the Gap grants support local government MacDonnell Shire To assist with strengthening 124 375 representative boards and provide for infrastructure Council governance capacity through the local boards development. Funding under this program is application based and only shire councils with majority Indigenous MacDonnell Shire The provision of new land 160 200 populations are eligible to apply. Council fill trenches and fencing at Docker River and Kintore In 2011-12 the Closing the Gap governance grants were waste facilities split equally between the eight major shires. This was to ensure the shires put even more emphasis on developing Roper Gulf Shire To assist with strengthening 124 375 a strategic approach to strengthening governance Council governance capacity through the local boards capacity through the local boards. Roper Gulf Shire To upgrade the existing 91 921 Recipients of Closing the Gap program funding in Council Numbulwar broadcasting 2011-12 were: facility - Stage 2

Roper Gulf Shire Transportable amenities block 79 210 Organisation Brief Desciption Approved Council at Mulgan Camp Barkly Shire To upgrade the Tennant Creek 80 170 Council Civic Centre by installing a Roper Gulf Shire To purchase five ’Quikspray’ 53 014 new stainless steel kitchen Council UTV units for weed and pest and construction of a new control management storeroom Tiwi Islands Shire To assist with strengthening 124 375 Barkly Shire To fund a dog program, 48 758 Council governance capacity through Council ’Tennant Creek Animal Health the local boards Week’, over eight days to provide dog de-sexing, Victoria Daly Shire To assist with strengthening 124 375 vaccinating, micro-chipping Council governance capacity through and parasite treatment the local boards

Barkly Shire To assist with strengthening 124 375 Victoria Daly Shire Modify the temporary Yarralin 50 000 Council governance capacity through Council community police station the local boards to make suitable for Youth Services program Belyuen To fund community 5 000 Community workshops and meetings Victoria Daly Shire Shade structure for the Pine 12 750 Government Council Creek Skate Park Council West Arnhem To assist with strengthening 124 375 Belyuen To fund the purchase of a 100 000 Shire Council governance capacity through Community second-hand backhoe the local boards Government Council Total $2 000 000

Central Desert To assist with strengthening 124 375 Shire Council governance capacity through the local boards

East Arnhem Shire To assist with strengthening 124 375 Council governance capacity through Appendices the local boards

East Arnhem Shire To assist in the provision 31 977 Council of quality community infrastructure

East Arnhem Shire Renovate the existing library 242 000 Council at Angurugu 7 150 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 2

SHIRES INDIGENOUS WORKFORCE PACKAGE ANIMAL WELFARE FUND

The Shires Indigenous Workforce Package provides The Animal Welfare Fund supports non-profit animal $10 million annually for Shires to support real and welfare organisations in the Territory in undertaking sustainable jobs in remote areas. There are three projects aiming to: elements to the package: • improve animal well-being • Indigenous Jobs Development –provides 50 per cent • raise community awareness of responsibilities in regard funding to Shires (up to a specified limit) for positions to animal welfare that deliver core local government services • help progress good animal management practice, • Local Area Traffic Management –provides funding for including in remote communities traffic safety initiatives in each of the Territory Growth Towns with an Indigenous labour requirement Recipients of Animal Welfare Fund funding in • Mentoring - funds the employment of mentors to support 2011-12 were: Shire staff and help reduce the amount of staff turnover. In addition, these Shires will develop a long term Organisation Brief Desciption Approved mentoring program for their staff. RSPCA Darwin Renovate an existing 17 205 building and update the The Shires Indigenous Workforce Package is funded by building permit to allow the both the Commonwealth and Territory governments. property to be available for a commercial lease

RSPCA Katherine Completion of the 75 000 administration building, which includes plumbing, electrical, tiling, air- conditioning, painting, cupboards and insulations as well as purchase of temporary animal drop off kennels

RSPCA Central Construct a free-standing cat 13 795 Australia run at the current shelter

Wildcare NT Inc Produce an education DVD 14 000 on how to care for wildlife animals

Animal Conduct dog behaviour and 40 000 Management in handling workshops – ‘The Rural and Remote Murray Experience’ Indigenous Communities (AMRRIC)

AMRRIC Complete Part 1 of a 40 000 Barkly region resource and education strategy

Total $200 000

Note: The maximum grant available for a project is $75,000 per annum (from a pool of funds totalling $200 000). 7 ANNUAL REPORT 2011-12 151 › Appendix 2

WATER SAFETY AWARENESS PROGRAM GRANT Barkly Shire Council To purchase a tilt tray truck 100 000 and to engage a supervisor A grant of $450 000 (+GST) has been approved to the to work with council staff and Royal Life Saving Society of Australia NT Branch for the Community Development purpose of the delivery of the Water Safety Awareness Employment Projects (CDEP) Program over three years. participants for the removal, collection and scrapping of The program provides for parents to receive five free abandoned vehicles from the water safety sessions for their children aged six months Arlparra region to five years old. Royal Life Saving Australia, NT Branch, Barkly Shire Council To purchase five coffin- 20 455 conducts these programs. lowering devices for use on the communities of NEEDS-BASED SPECIAL PURPOSE GRANTS Ali Curung, Arlparra, Ampilatwatja, Alpurrurulam The Special Purpose Grants are available to all councils. and Elliott Special Purpose Grants are at the minister’s discretion Belyuen Community To erect a carport-type 81 400 for specific purposes related to specific projects councils Government Council structure at the front of the may wish to undertake in line with local government council workshop and aged service delivery. care centre

The focus of needs-based funding has been in the areas of: Belyuen Community Purchase a tool kit for the 6 232 Government Council civil works program • training • key staff housing Belyuen Community To cover management costs 60 000 Government Council for a period of 12 months • road plant equipment • social infrastructure/recreation facilities Belyuen Community Erection of security fencing 42 700 Government Council around the community hall • management consultancies Recipients of Special Purpose Grants in 2011-12 were: Belyuen Community Painting interior and exterior 27 000 Government Council of the community hall

Approved Organisation Brief Desciption Blatherskite Park To purchase a Kubota mower 29 811 Alice Springs To supplement the Regional 400 000 Trustees Town Council Development Fund grant to assist with the construction of Blatherskite Park Fencing repairs to the 23 000 a regional waste management Trustees boundary oval fence centre in Alice Springs Central Desert Shire To purchase a waste 90 000 Alice Springs To fund the continuation of the 300 000 Council collection truck for the Town Council successful ‘Cash for Containers’ Yuendumu community scheme in Alice Springs (approved in 2010–11) Central Desert Shire To purchase a small tip truck 50 000 Council for the Willowra community Animal To continue funding the 128 250 Management in program manager position Central Desert Shire Two-bedroom demountable 160 000 Rural and Remote Council for staff accommodation at Indigenous Yuelamu Communities (AMRRIC) Central Desert Shire Purchase a purpose-built 26 000 Council rubbish trailer Barkly Shire Upgrade the Barkly Shire 105 942 Council Council dog pound located in Central Desert Shire To purchase a 3 to 4 tonne 90 000 Tennant Creek Council tipper with purpose-built Appendices body for rubbish collection Barkly Shire Internal fencing upgrade to 50 000 Council the Purkis Reserve Sporting City of Palmerston Consultancy to design a 36 640 Complex community centre master plan Barkly Shire Purchase Kubata RTV fitted 42 910 Council with tanks, pump and Coomalie To fund the erection of a 54 510 boom to assist council in Community small fenced play area with maintaining parks Government Council shade structure 7 152 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 2

NORTHERN TERRITORY OPERATIONAL SUBSIDY Coomalie Skate board ramp facilities at 46 000 Community Batchelor Government Council The Northern Territory Operational Subsidy provides funding to shire councils to assist with the provision of Coomalie Supplement the difference 12 273 local government services. Funding under this program is Community in NT Operational Subsidy the main Northern Territory Government support offered Government Council for 2010-11 compared to to majority Indigenous shire councils, and is not available 2011–12 to municipal councils.

Dundee Progress To engage consultants 35 000 Recipients of the Northern Territory Operational Subsidy Association to prepare a long-term development plan in 2011-12 were

East Arnhem Shire To provide funding for an 183 137 Organisation Approved Council animal management worker program and to develop Barkly Shire Council 2 443 721 and implement animal control by-laws Belyuen Community Government Council 110 851

Litchfield Council New memorial wall for the 85 000 Central Desert Shire Council 2 144 115 Thorak Regional Cemetery Coomalie Community Government Council 479 552 Litchfield Council To engage professional 44 000 East Arnhem Shire Council 3 816 549 consultants to achieve building compliance for the MacDonnell Shire Council 2 643 823 various structures in five council reserves Roper Gulf Shire Council 2 802 069

MacDonnell Shire To upgrade the park and 40 000 Tiwi Islands Shire Council 1 240 344 Council playground at Titjikala community Victoria Daly Shire Council 2 676 763

Robbie Robbins New bore and septic system 80 500 Wagait Shire Council 115 996 Reserve West Arnhem Shire Council 1 995 315 Roper Gulf Shire Ngukurr Aquatic Centre 107 550 Council refurbishment Total $20 469 098 Roper Gulf Shire To purchase a compact 135 617 Council rubbish truck for the Bulman community

Roper Gulf Shire (Approved in 2010-11) To 60 000 Council develop and implement a cemetery management plan

Roper Gulf Shire Vacuum pump truck for 40 000 Council Weemol community

Victoria Daly Shire To employ a consultant/ 200 000 Council expert to introduce by laws within the shire

Victoria Daly Shire To purchase a bobcat with 96 700 Council attachments and trailer

West Arnhem Shire Playground equipment at 144 905 Council the Jabiru swimming pool

West Arnhem Shire To fund an external 80 000 Council financial expert for urgent financial remediation 7 Total $3 315 532 ANNUAL REPORT 2011-12 153 › Appendix 2

AUSTRALIAN GOVERNMENT FINANCIAL › Regional Development ASSISTANCE GRANTS

Each year, the Australian Government makes financial REGIONAL ECONOMIC DEVELOPMENT FUND assistance available to the Northern Territory Government The purpose of the Regional Economic Development Fund for allocation to local governing bodies under the provisions is to assist with the development of business and industry of its Local Government (Financial Assistance) Act 1995 capability in all regions of the Northern Territory. The fund (FAA). Funding is distributed through the following stimulates and supports regional economic development programs in accordance with the recommendations of the through local initiatives. Northern Territory Grants Commission: Recipients of Regional Economic Development Fund • general purpose funding in 2011-12 were: • road funding

To be eligible for a financial assistance grants, an Organisation Brief Desciption Approved organisation must be either a council gazetted under Outback Assistance with setting up 25 000 the Local Government Act or a declared local governing Ballooning a hot air ballooning tourism body pursuant to section 4(2) of the Local Government operation (Financial Assistance) Act 1995 and section 19 of the Local Tourism Central Assistance with the 20 500 Government Grants Commission Act. Australia development of material promoting Indigenous tourism Recipients of the Australian Government financial experiences in Central Australia assistance grants in 2011–12 were: Desert Knowledge Sponsorship of the Alice 5 000

Australia Springs Desert Leadership FAA - General program Purpose FAA - Roads Council Entitlement Entitlement Chamber of Support for a mining industry 4 000 Alice Springs Town Council 584 260 911 478 Commerce Central expo at Tennant Creek Show Australia Barkly Shire Council 1 618 019 452 987 Aboriginal Assistance with the cost of 208 000 Belyuen Community Resource and delivering the many services 23 256 30 825 Government Council Development provided by ARDS, including Service (ARDS) Yolngu Radio and adult Central Desert Shire Council 1 075 004 818 720 education in the Arnhem region City of Palmerston 628 457 715 669 Tennant Creek Assistance with the cost of 350 000 Coomalie Community Foundation Ltd operating the Nyinkka Nyunyu 27 566 385 708 Government Council Art and Culture Centre and the Battery Hill Mining Centre City of Darwin 1 611 671 1 848 982 Total $612 500 East Arnhem Shire Council 2 807 949 1 055 113

Katherine Town Council 375 933 573 664

Litchfield Council 404 798 2 276 538

Local Government Association - 1 181 228 of the NT

MacDonnell Shire Council 1 808 912 960 703

Roper Gulf Shire Council 1 674 686 901 712

Tiwi Islands Shire Council 270 037 828 595

Victoria Daly Shire Council 1 318 732 1 458 974

Wagait Shire Council 6 867 52 425

West Arnhem Shire Council 1 096 604 1 088 802 Total $15 332 751 $15 542 123 7 154 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES › Appendix 2

INDIGENOUS BUSINESS DEVELOPMENT PROGRAM ACDC Electrical & Business development: 30 000 Communications purchase a 40-foot The Indigenous Business Development Program: Services Pty Ltd shipping container (Katherine) converted to a workshop • assists Indigenous people to enter or expand commercial business arrangements that will achieve employment Pfennig Automotive Business development: 3 646 and/or wealth creation opportunities and will help Repairs and Towing trailer, toolbox and close the economic gap between non-Indigenous and (Katherine) specialised automotive tools Indigenous Territorians Thamarrurr Development Business development: 15 577 • provides for a flexible funding program that meets Corporation (Victoria Daly) crocodile incubator Indigenous business needs and is based on sound commercial practice Dabtari Designs New business support: 29 235 (Barkly) specialised etching Recipients of Indigenous Business Development Program equipment funding in 2011-12 were: MTP Contractor Pty Ltd Business development: 19 745 (Barkly) quad bikes, spray tanks, Organisation Brief Desciption Approved an outdoor laptop, first aid kits and specialised Cross Tracks Cultural New business support: 16 308 weed control equipment Consultancy (Darwin) media equipment, office supplies, office furniture Harvey World Travel New business support: 27 273 and marketing material Alice Springs (Central franchise shop Australia) refurbishment Dundee Rock Pty Ltd Business development: 8 059 (Darwin) motorised painting Hermannsburg Potters Business development: 26 782 equipment Aboriginal Corporation storage container, (Central Australia) shelving, air conditioning Elite Concreting New business support: 2 347 units, TV/DVD, lighting Services (Darwin) specialised tools and fixtures and furniture for equipment visitor space

HVE Diesel Services New business support: 551 LeGra Investments New business support: 24 388 (Darwin) diagnostic tools Pty Ltd t/a Subway pans, drain trays, bread Hartley Street (Central forms, furniture, store fit J 9 Recruitment Pty New business 3 713 Australia) out, signs and pressure Ltd t/a All Aspects support: computer, cleaning equipment Recruitment and HR office equipment and (Darwin) removable signage East Journey Aboriginal New business support: 18 626 Corporation (East stage production and Larrakia Nation Business development: 9 091 Arnhem) insurance Aboriginal Corporation conference sponsorship Bukudal School Camps New business support: 9 046 (Darwin) (East Arnhem) shipping container, generators, first aid kit Magnum Industries Pty New business support: 27 164 and general camping Ltd (Darwin) specialist cleaning, equipment general and ground maintenance equipment, satellite phones and Total $353 487 office equipment

Northtrans Haulage Pty New business support: 20 614 TENNANT CREEK FOUNDATION Ltd (Darwin) office equipment, a fuel tank and specialised The objectives of the Tennant Creek Foundation are to: tools

Spex Towing & Business development: 27 273 • manage the business operations of the Battery Hill Mining Transport (Darwin) forklift Centre and the Nyinkka Nyunyu Art & Culture Centre • encourage learning and understanding in relation to the We Stand Trusses and New business support: 27 179 Carpentry Services trailer, tools and office Barkly region and its history, culture and language (Darwin) equipment • provide for economic development in and around Tennant Creek Northern Territory New organisation 6 870 • provide employment opportunities for Indigenous people Indigenous Business support: website design • secure funding necessary for the activities of the Foundation 7 Network (Darwin) and development ANNUAL REPORT 2011-12 155 Appendix 3 ABBREVIATIONS AND ACRONYMS

AASB Australian Accounting Standards Board ITSNT Interpreting and Translating Service NT

AIS Aboriginal Interpreter Service LGANT Local Government Association of the Northern Territory

Animal Management in Rural and Remote AMRRIC LIP Local Implementation Plan Indigenous Communities National Accreditation Authority for Translators and NAATI AOTA Accountable Officer’s Trust Account Interpreters

ARDS Aboriginal Resource and Development Services NPA National Partnership Agreement

ASB Antisocial behaviour NPA H National Partnership Agreement on Homelessness National Partnership Agreement on Remote ASTP Alice Springs Transformation Plan NPA RIH Indigenous Housing ATO Australian Taxation Office National Partnership Agreement on Remote Service NPA RSD Delivery Batchelor Institute of Indigenous Tertiary BIITE Education NRAS National Rental Affordability Scheme

CAT Condition Assessment Tool NT Northern Territory

CDEP Community Development Employment Projects Northern Territory Government Public Authorities NTGPASS Superannuation Scheme CEO Chief Executive Officer NTPS Northern Territory Public Sector CFO Chief Financial Officer OATSIH Office of Aboriginal and Torres Strait Islander Health CIO Chief Information Officer OH&S Occupational health and safety CPA Certified Practising Accountant OIP Office of Indigenous Policy CPTED Crime Prevention through Environmental Design PHSO Public Housing Safety Officers CSO Community Service Obligation PPP Personal Performance Program CSS Commonwealth Superannuation Scheme PSMP Public Sector Management Program Department of Housing, Local Government and DHLGRS Regional Services R&M Repairs and Maintenance

EEO Equal Employment Opportunity RSD Remote Service Delivery

ELT Executive Leadership Team RSPCA Royal Society for the Prevention of Cruelty to Animals

FTE Full Time Equivalent SDCU Service Delivery and Coordination Unit

GBD Government Business Division SEG Senior Executive Group

GEH Government Employee Housing SIHIP Strategic Indigenous Housing and Infrastructure Program

GST Goods and Services Tax THAM Territory Housing Appeals Mechanism

HRG Housing Reference Group TIO Territory Insurance Office

IAAC Indigenous Affairs Advisory Council TMS Tenancy Management System

IBA Indigenous Business Australia TSP Tenancy Sustainability Program

156 DEPARTMENT OF HOUSING, LOCAL GOVERNMENT AND REGIONAL SERVICES © Northern Territory Government 2012 For information: Department of Housing GPO Box 4621 Darwin NT 0801 www.nt.gov.au ISSN: 1838-580X

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